Hierarchy of plans:
- Vision: They are the non specific but emotional motivational statement for entire organization.
- Mission: It is the purpose or the philosophy that will drive it over a long period of time.
- Goals: Are developed to achieve mission. It is the specific target where management wants to reach.
- Objectives: It is a specific statement to achieve the goals on the next few months or a year at the most. It must be smart, measurable, attainable, rewarding, and timed.
- Strategy: it is action the organization intends to use to achieve the objectives. It defines the activities and the allocation of resources for those activities.
- Programmes, budgets, and priorities: programmes are ranked according to their importance. And budgets give the fair idea about the amount of money to be invested in implementing the plan.
Methods of planning:
- Top –down planning: When all the goals and plans are formulated by the higher level management with very little involvement of the lower level staff.
- Bottom-up planning: Also called decentralize planning, active participation of the lower level mangers in defining the goals and plans.
- Composite planning: It is the combine approach both top- down and bottom-up planning methods.
- Team planning: a cross functional team of mangers having experience in various functional areas is selected by management to prepare a plan, the developed plan is submitted to top management for approval.
- Management by objectives (MBO): It is concerned with goal setting and planning for individual managers and their units or work groups. It communicates the mission, goals, and objectives to the organization to the lower level. The lower level work out their plans and targets in combine effort of its subordinates and finally sent to higher levels for consideration. MBO thus, focus employee participation in planning and control their work. It ultimately leads to increase in self-motivation and self-control to their work.
- The MBO process:
- Starting MBO Program: superior and subordinate meet together.
- Establishment of organizational goals and plans: realistic, challenging, comprehensive, clear.
- Standard for measuring and evaluating the goals and objective are set.
- Communicating organizational goals and plans while implementing them: meeting, coaching, counseling and supportive roe is required.
- Periodic review:
- Evaluation:
Levels and types of plans:
On basis of level:
- Strategic plans: It focuses on reaching strategic goals, so it is also called grand plan. It is developed at the corporate level and view total organization. The plan involves developing long-term strategies and goals. Their basic motive is to match internal strength and weakness with the change in the external environment.
- Tactical plans: It translates broad strategic goals and plans to specific goals and plans. These plan focus at the functional area, so middle level manger are responsible for developing tactical plan. It aim to achieve the important actions that a unit must take to fulfill is parts of the broad strategic plan.
- Operational plan: It focuses on specific process and procedures at the lower level of the organization, usually having short term motive. It is developed to translate the tactical objective to specific operational activities. They are routine task to carry out day to day activities.
On basis of time frame:
- Long Range plan: a plan with a planning horizon of five years or more.
- Intermediate plan: a plan with a planning horizon for one to five years.
- Short Range plan: a plan with a planning horizon for not more than one year.
- Rolling plan: a plan which runs for a period of time and is updated regularly for the same period
On the basis of use:
- Standing plans: STANDING PLANS are used over and over again because they focus on organizational situations that occur repeatedly. Standing plans are often policies, procedures and programs developed to ensure the internal operations of a given business are operating smoothly. Standing plans are developed once and then modified to suit the business' needs as required.
- STANDING PLANS focus on:
- Policies, Procedures and Rules:
- A POLICY is a standing plan that furnishes broad guidelines for taking action consistent with reaching organizational objectives.
- A PROCEDURE is a standing plan that outlines a series of related actions that must be taken to accomplish a particular task. Procedures outline more specific actions than policies do. Organizations usually have many different sets of procedures covering the various tasks to be accomplished. Managers must be careful to apply the appropriate organizational procedures for the situations they face and apply them properly.
- A RULE is a standing plan that designates specific required action. A rule indicates what an organization member should or should not do and allows no room for interpretation
- Single use plan: SINGLE USER PLANS are used only once, or at most, couple of times, because they focus on unique or rare situations within the organization. A single-use plan in a business environment focuses to one-time project or event that has one specific goal or objective. The length of a single-use plan differs greatly depending on the project in question, as a single event plan may only last one day while a single project may last weeks or months. Single-use plans consist of budgets, programs and a description of the employees who will be contributing to the single-use plan in question.
- SINGLE USE PLANS focus on:
- Programs & Budgets:
- A PROGRAM is a single use plan to carry out a special project within an organization. The Project itself is not intended to remain in existence over the entire life of the organization. Rather, it exists to achieve some purpose, which if accomplished, will contribute to the organization’s long term success.
- A BUDGET is a single user financial plan that covers a specified length of time. It details how funds will be spent on labour, raw materials, capital goods, information systems, marketing and so on, as well as how the funds will be obtained.
Steps in planning process
- Establish goals: What is to be done? What is to be accomplished?
- Identify planning premises: They are assumption on which the planning is based. Information form environmental analysis is required to determine the anticipated future environment.
- Deciding the planning period: In how much time frame the plan should be ready and implemented?
- Identify alternatives: Every possible course of action is to be carefully studied and analyzed. Only most likely possibilities should be taken into consideration.
- Test practicability of alternatives: In this phase the selected alternatives are tested on the basis of its strength and weakness, and which best addressed the coming environmental trends to achieve the organizational objective.
- Select and announce the final plan: It is the final step to select the best alternative form the test and make is ready for putting into action.
- Developing derivative plans: lower lever mangers must draw up the appropriate plans for their sub-units.
- Put plans into action, implement plan: After selecting the alternative put plan into action.
- Evaluate the action and whole planning process: If any deviation occurs while implementing, planning documents helps in rectifying the errors. Even whole process might be needed to review sometimes to adjust with large change in the environment.
Various business analysis techniques can be used in strategic planning, including SWOT, PEST, STEER, and EPISTELS analysis.
ReplyDeleteIn most corporations, there are several levels of strategy, including at the corporate, business, functional, and strategic business unit levels.
A marketing plan is a written document that details the necessary actions to achieve one or more marketing objectives.
A business plan is a formal statement of a set of business goals, the reasons they are believed attainable, and the plan for reaching those goals.
Vision: Where the unit wants to be or how it wants to
ReplyDeletebe viewed at some point in the future
Mission: Why the organization exists, what services or
products it provides
Values: What is important to the organization at its
core
Goals: Specific accomplishments that will indicate the
unit is moving toward its vision
Strategies: Specific approaches to achieve each
accomplishment or goal
Processes and Actions: What must actually be done
on a day to day basis to implement a strategy
Measures of Performance: Quantitative or qualitative
data that will indicate how close a unit has come to
accomplishing a goal
Methods of planning:
Top-down Planning: In top-down planning, the central office of an organization develops and provides guidelines, which include business definition, mission statement, economic and social objectives, financial assumptions, content of the plan,etc.The lower-level mgmt follows these directions and prepares schedules activities to meet these goals and objectives.In most family-owned enterprises, planning activities are centralized at the top.
Bottom-up Planning:
Bottom-up Planning also called decentralised planning, operates in the opposite manner.The lowest operating levels inform top mgmt what they expect to do.There is a great deal of consultation between the superior and the subordinates regarding the goal fixation and plan formulation.After the opinions of the bottom line come up to the top mgmt,these are consolidated, discussed, analyzed, and compared with the vision and mission of the organization.
Composite Planning:
The headquarters may issue guidelines and set some tentative overall goals and allow each unit or branch to submit its goals.These are compared, and changes are made at both locations until they conicide.On the other hand, top mgmt may ask the units and branches to submit their own goals first.They are then compared at top level where either corporate or unit goals may be altered.Once approved, such plans gain acceptance readily since everyone has been drawing into the exercise.
Team Planning:
In team approach to planning, a cross-functional team of managers having requisite experience in various functional areas is constituted by the management.The job of planning is then assigned to this team.The team prepares the draft plan.takiing internal as well as external factors into account.The tentative plan is forwarded to the top mgmt for approval.The expertise,experience and capabilities of functional heads are put into action in such a participative climate.
Management by Objectives:
MBO can be considered as a cycle.This cycle consists of four phases-setting goals, developing action plans, periodic review, and performance evaluation.After one round, this cycle repeats itself.
Features:
-Superior and subordinates meet to discuss and set goals for the subordinate for specified period of time.
-establish goals that are realistic ,challenging, clear and comprehensive.
-The standard for measuring and evaluating the goals and objectives are agrees upon.
-The superior plays more of a coaching, counselling and supportive role.
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ReplyDeleteLevels an types of plans
ReplyDeleteOn the basis of level:
Strategic plans address a time frame of five to ten years, may be vague, and are developed at the organizational, board, or executive level.
Managerial/tactical plans address a 12 month time frame, have a high level of detail, and are developed at the unit or department head level.
Operational plans may address only a one to four week time frame, are very detailed, and
may be developed at the supervisory level.
On basis of time frame:
Long Range plan: a plan of five years or more.
Intermediate plan: a plan for one to five years.
Short Range plan: a plan for not more than one year.
Rolling plan: a plan which runs for a period of time and is updated regularly for the same period
On the basis of use:
Standing plan:used over and over again. Examples :policies, procedures, and programs in operation.
Single-use plan:Used only once.. Example :a project, budget plan, etc
Planning process:
Establish Goals
The first step of the management planning process is to identify specific company goals. This portion of the planning process should include a detailed overview of each goal, including the reason for its selection and the anticipated outcomes of goal-related projects. Where possible, objectives should be described in quantitative or qualitative terms. An example of a goal is to raise profits by 25 percent over a 12-month period.
Identify Resources
Each goal should have financial and human resources projections associated with its completion. For example, a management plan may identify how many sales people it will require and how much it will cost to meet the goal of increasing sales by 25 percent.
Establish Goal-Related Tasks
Each goal should have tasks or projects associated with its achievement. For example, if a goal is to raise profits by 25 percent, a manager will need to outline the tasks required to meet that objective. Examples of tasks might include increasing the sales staff or developing advanced sales training techniques.
Prioritize Goals and Tasks
Prioritizing goals and tasks is about ordering objectives in terms of their importance. The tasks deemed most important will theoretically be approached and completed first. The prioritizing process may also reflect steps necessary in completing a task or achieving a goal. For example, if a goal is to increase sales by 25 percent and an associated task is to increase sales staff, the company will need to complete the steps toward achieving that objective in chronological order.
Create Assignments and Timelines
As the company prioritizes projects, it must establish timelines for completing associated tasks and assign individuals to complete them. This portion of the management planning process should consider the abilities of staff members and the time necessary to realistically complete assignments. For example, the sales manager in this scenario may be given monthly earning quotas to stay on track for the goal of increasing sales by 25 percent.
Establish Evaluation Methods
A management planning process should include a strategy for evaluating the progress toward goal completion throughout an established time period. One way to do this is through requesting a monthly progress report from department heads.
Identify Alternative Courses of Action
Even the best-laid plans can sometimes be thrown off track by unanticipated events. A management plan should include a contingency plan if certain aspects of the master plan prove to be unattainable. Alternative courses of action can be incorporated into each segment of the planning process, or for the plan in its entirety.
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ReplyDeletePlanning methods ,types and process
ReplyDeleteHierarchy of plans:
One way to look at planning is as a hierarchy of the components of a plan.
Vision
Mission
Values
Goals
Strategies Processes and
Actions Measures of Performance
Vision: Where the unit wants to be or how it wants to be viewed at some point in the future
Mission: Why the organization exists, what services or products it provides
Values: What is important to the organization at its core
Goals: Specific accomplishments that will indicate the unit is moving toward its vision
Strategies: Specific approaches to achieve each accomplishment or goal
Processes and Actions: What must actually be done on a day to day basis to implement a strategy Measures of Performance: Quantitative or qualitative data that will indicate how close a unit has come to accomplishing a goal.
Methods of Planning
Top-down planning: it is also known as centralized planning. The central office of an organization develops and provides the guidelines abt mission statement, business definitions,economic objectives,social objectives ec and these directions are followed by lower level management,
Bottom-up Planning: this is also known a s decentralized planning.the lower levels give opinions to the top level and then the opinions are analyzed,discussed and compared withthe vision and mission and finally compromisesn adjustments are made and plans are finalized.
Composite planning: In this planning ,a combination of two methods is generally employed. These plans are generally guided by the top levels and are implimented by thelower levels.
Team planning: these types of planning is assigned to the experts in various in various functional areas which make a team. This teqm prepares the draft plan taking internal as well as external afctors into account. These plans areforwarded to top levels for approval.
Management by objective:
MBOis considered as cycle. It consists of four phases that includes setting goals, developing action plans,periodic review, and performance evaluation. It keeps on repeating. MBO blends planning and control functions. It emphasizes results rather than good intensions but it is time consuming process.
Levels and Types of Plans
ReplyDeleteOn the basis of level:
1) Strategic plans: These plans are known as "grand plans". These plans involves decision making about the oraganizations long-term goals and stratergies. Their aim is to match internal strengths and weaknesses ti change the externl environment in order to create new opportunities.
2) Tactical plans: These plans focuses on functional areas of the organixation. It also focuses on the major actions that a unit must taketo fulfill its parts of the strategic plan.
3) Operational plans: The frontline managers or supervisors are responsible for developing and implementing operational plans. These plans have very short-ter, focus. They deal with routine task.
On basis of time frame:
1)Long-term plans : They have continuing value and are used in for many years.
2)Intermediate-term plans: these plans have the time horizon between one and five years.
3) Short-term plans: The life span of these plans are not more thn a years.
4) Rolling plans: These plans are updated and amended every year to take account of changing conditions in the external environment.
On the basis of use:
1)standing plans: standing plans are developed to guide employees in handling situations that they are likely to recur and become routine. They remain in place over extended period of time and guide managers at all levels in their decision-making. It focuses on policies, procedures and rules.
2) Single-use plan: These plans are developed to handle nonprogrammed decision making. They are used only once. After use they are either discarded or revised. They remain valid for certain period of time , until their purpose is accomplished. Programmers, projects, and budgets are examples of single-use plans.
Steps in the planning process includes establishing goals, identifying premises, identifying alternatives, testing the practicability of alternativesand selecting and announcing the final plan.
Hierarchy of plans:
ReplyDeletea)Vision:An organization's vision is a non-specified directional and motivational guidance for the entire organization.
b)Mission:An organization's mission is the propose and philosophy that will drive it over a longer period of time,usually five to ten years.
c)Goals:Goals are developed to achieve the mission.Goals provide direction to the activities of the organizations.
d)Objectives:An objective is a specific statement of what will be done to achieve a goal.
e)Plans:A plan is the action or means the organization intends to use to achieve the objectives.
f)Programmes,Budgets,And Priorities:The programmers and activities are ranked in order of importance.On the basis of this listening of activities in order of priority,organizations allocate resources.
i found this a little different from urs!
ReplyDeleteSteps of organizational planning:
1.Review plans and objectives.
Objectives are the specific activities that must be completed to achieve goals. Plans shape the activities needed to reach those goals. Managers must examine plans initially and continue to do so as plans change and new goals are developed.
2.Determine the work activities necessary to accomplish objectives.
Although this task may seem overwhelming to some managers, it doesn't need to be. Managers simply list and analyze all the tasks that need to be accomplished in order to reach organizational goals.
3.Classify and group the necessary work activities into manageable units.
A manager can group activities based on four models of departmentalization: functional, geographical, product, and customer.
4.Assign activities and delegate authority.
Managers assign the defined work activities to specific individuals. Also, they give each individual the authority (right) to carry out the assigned tasks.
5.Design a hierarchy of relationships.
A manager should determine the vertical (decision‐making) and horizontal (coordinating) relationships of the organization as a whole. Next, using the organizational chart, a manager should diagram the relationships.
More on this topic:
ReplyDeletePremises are the assumptions of the future environment on which plans are to be carried out. Premises are anticipated environment. It is to forecast sales volume, cost, political and legal environment, technological change, availability of labor. Premises are important because they give important information’s about future to managers. Establishment of premises is important step in planning. Premises are the forecast of future expectations about:
a) Demographic trend: - It is related with human population, its distribution, size, composition and migration.
b) Future economic business condition: - Related to business sycle. Condition of business cycle such as growth, prosperity, recession and recovery.
c) Forecast about political and legal of the country.
d) Technological change and innovations
e) Resource availability
f) Socio cultural forces
Planning Process – Types of the Plans
ReplyDelete1. Planning Hierarchy
The concept of the feeling of the plans at the different hierarchical levels can be understood a great deal with the help of the planning hierarchy. Here the different plans are treated as the hierarchy, involves going towards the lowest hierarchical plan from the broader hierarchical plan.
2. Conceptual planning
Provides some type of the guidance for the planning but the major drawback in this type of the planning is that the planning unit is not at all visible, whose presence is very much critical in the planning
3. The Plan document
For getting a planned document, all the above steps are performed and during this, one particular thing to kept in mind is that the plan must start with the broader objectives and must be linked stepbystep to the actionable and the implementation activity.
4. The program
Whenever any activity is carried out, it is carried out to achieve one thing or the other. But the results that one expects to be obtained must be achieved in the proper frame of the time, so that they can be used at the right time for various other activities. Hence, in order to get the results within the certain time frame, a program is drawn.
Planning Process – Types of the Plans
ReplyDelete1. Planning Hierarchy
2. Conceptual planning
3. The Plan document
4. The program
Types of planning
ReplyDeleteplanning in organization can be classified on various bases:
Based on managerial hierarchy
-strategic:- this plan covers the environment of organization and covers the total aspects of organization. such plan developed by corporate level either by top manager or BOD. this plan is made for long term goals and strategies.
-tactical:-this plan translate the broad strategic plan into the specific plans and covers the functional areas and turns into the HR plan, Marketing plan, Financial plan, and so on. it covers the determination of resources, targets, time frames of work in the department.
-operational:- it determines the specific procedures and process required at the lower level of management. these plans are made for translating the tactical goals and plan. day to day activities and resource allocation and budgeting are decided based on this plan.
Based on time
-long range:- it is made for many years and they are used for the attainment of corporate level goals. so it has continuing value. normally it has the time of more than five years and prepared from top management.
-medium range:- it is prepared for few years. normally it is prepared for one to five years and normally prepared for tactical level goals. it is prepared by middle level management.
-short range:- it is prepared for less than one year. this is modified these days are in new version namely rolling plans. rolling plans are those which are updated every year in a schedule basis with due consideration of organizational states and environment.
Based on frequency of use
-standing plan:-this type of plan is made relatively to use frequently for years. this plan is made for guiding employees to handle the situation in organization and for routine types of works in organization which are less affected by the environmental change. so this plan helps to set and use policy, procedure, and rules.
-single use plan:- it is made for non-planed decision making according to a specific purpose. after use of such plan either they are discarded or terminated. they therefore remain valid for a specific period of time. so it is prepared for a special programme, project, or for budget.
Planning Process – Types of the Plans
ReplyDelete1. Planning Hierarchy
The concept of the feeling of the plans at the different hierarchical levels can be understood a great deal with the help of the planning hierarchy. Here the different plans are treated as the hierarchy, involves going towards the lowest hierarchical plan from the broader hierarchical plan.
2. Conceptual planning
Provides some type of the guidance for the planning but the major drawback in this type of the planning is that the planning unit is not at all visible, whose presence is very much critical in the planning
3. The Plan document
For getting a planned document, all the above steps are performed and during this, one particular thing to kept in mind is that the plan must start with the broader objectives and must be linked stepbystep to the actionable and the implementation activity.
4. The program
Whenever any activity is carried out, it is carried out to achieve one thing or the other. But the results that one expects to be obtained must be achieved in the proper frame of the time, so that they can be used at the right time for various other activities. Hence, in order to get the results within the certain time frame, a program is drawn.
Planning methods
ReplyDelete(i) Identifying the problem: It involves the identification of the aim for the fulfillment of which the plan is being formulated. If a new plan is require or the modification of an existing plan could help in achieving these aims.
(ii) Gathering information about the activities involve: An effective plan needs complete knowledge of the activities involved and their effect on other external and internal activities.
(iii) Analysis of information: This information is then analysed minutely and the information related with similar subjects is classified so that similar type of data can be kept together.
(iv) Determining alternate plans: There are alternate plans available for the achievement of the objectives and ingenuity and creativeness are required as some plans are also developed at this stage.
(v) Selecting the plan: At this stage the plan which is acceptable to the operating personnel is proposed. The adaptability and the cost of the plan are also taken into consideration.
(vi) Detailed sequence and timing: Detailed like who will perform which activity under the plan and the time within which the plan should be carried out is determining in this step.
(vii) Progress check of the plan: The provisions are made for the follow up of the plan as the success of any plan can be measured by the results only.
planning process
Planning Hierarchy
The concept of the feeling of the plans at the different hierarchical levels can be understood a great deal with the help of the planning hierarchy. Here the different plans are treated as the hierarchy, involves going towards the lowest hierarchical plan from the broader hierarchical plan. The planning hierarchy mainly consists of the following type of the plans -
1. Business plans – These types of the plans include whole of the business.
2. SBU plans – These plans act as the strategic business unit plans including the business units.
3. Corporate Plans – These plans act as the plans of the organization involving its activities. It is the total plan for the whole organization, a corporate body working as a functional unit. The complete unit is covered under such plans.
4. Departmental plans – These plans are also referred to as the functional unit plans and cover the branches, the projects, the departments, the units that are separated for the functional efficiency.
2. Conceptual planning
Provides some type of the guidance for the planning but the major drawback in this type of the planning is that the planning unit is not at all visible, whose presence is very much critical in the planning. The conceptual planning must consist of the following -
1. Policy – One time decision i.e. usually effective for a length of the time.
2. Objectives – Focus direction of an achievement and the general outcome.
3. Goals – Very well defined quantitative or the numerical objectives by the end of a particular period with the plan. The practical orientation to the implementation of the plans is obtained here.
4. Procedures – Process rules that are carrying out the action.
5. Rules – Fixed direction unless expressly revised.
6. Budgets – Plans converted to the quantities and in the terms of the money having the feature of the interpretation in the statistical and the accounting terms.
7. Vision Statement- The statement includes the purpose operating for the future and then to take the others in the vision fold of the organization.
8. Mission – The purpose of offering the goods and the services in the terms of the beneficiary.
9. Variable plans – In order to satisfy the different types of the contingencies, it is a necessity to draw different types of the plans. The variations may include drawing a realistic plan and then following this step by the preparation of an optimistic and pessimistic plan.
Decision-Making Tools & Techniques for Strategic Planning
ReplyDeleteOne of the most fundamental aspects of starting and managing a business is formulating the company's overall mission and goals. Strategic planning is the process of creating a mission, objectives and then creating and implementing strategies to fulfill the mission and work toward objectives. Business managers often use a variety of management tools and techniques to aid in making strategic planning decisions.
Planning:Planning (also called forethought) is the process of thinking about and organizing the activities required to achieve a desired goal.
ReplyDeletePlanning involves the creation and maintenance of a plan. As such, planning is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans; that is, it combines forecasting of developments with the preparation of scenarios of how to react to them.
I. Strategic Plan
A strategic plan is a high-level overview of the entire business, its vision, objectives, and value. This plan is the foundational basis of the organization and will dictate decisions in the long-term. The scope of the plan can be two, three, five, or even ten years.
II. Tactical Plan
The tactical plan describes the tactics the organization plans to use to achieve the ambitions outlined in the strategic plan. It is a short range (i.e. with a scope of less than one year), low-level document that breaks down the broader mission statements into smaller, actionable chunks. If the strategic plan is a response to “What?”, the tactical plan responds to “How?”.
III. Operational Plan
The operational plan describes the day to day running of the company. The operational plan charts out a roadmap to achieve the tactical goals within a realistic timeframe. This plan is highly specific with an emphasis on short-term objectives. “Increase sales to 150 units/day”, or “hire 50 new employees” are both examples of operational plan objectives.
Though we’ve read the basic process of planning, here are some different points in process of planning:
ReplyDelete• Establish Goals
The first step of the management planning process is to identify specific company goals. This portion of the planning process should include a detailed overview of each goal, including the reason for its selection and the anticipated outcomes of goal-related projects. Where possible, objectives should be described in quantitative or qualitative terms. An example of a goal is to raise profits by 25 percent over a 12-month period.
• Identify Resources
Each goal should have financial and human resources projections associated with its completion. For example, a management plan may identify how many sales people it will require and how much it will cost to meet the goal of increasing sales by 25 percent.
• Establish Goal-Related Tasks
Each goal should have tasks or projects associated with its achievement. For example, if a goal is to raise profits by 25 percent, a manager will need to outline the tasks required to meet that objective. Examples of tasks might include increasing the sales staff or developing advanced sales training techniques.
• Prioritize Goals and Tasks
Prioritizing goals and tasks is about ordering objectives in terms of their importance. The tasks deemed most important will theoretically be approached and completed first. The prioritizing process may also reflect steps necessary in completing a task or achieving a goal. For example, if a goal is to increase sales by 25 percent and an associated task is to increase sales staff, the company will need to complete the steps toward achieving that objective in chronological order.
• Create Assignments and Timelines
As the company prioritizes projects, it must establish timelines for completing associated tasks and assign individuals to complete them. This portion of the management planning process should consider the abilities of staff members and the time necessary to realistically complete assignments. For example, the sales manager in this scenario may be given monthly earning quotas to stay on track for the goal of increasing sales by 25 percent.
• Establish Evaluation Methods
A management planning process should include a strategy for evaluating the progress toward goal completion throughout an established time period. One way to do this is through requesting a monthly progress report from department heads.
• Identify Alternative Courses of Action
Even the best-laid plans can sometimes be thrown off track by unanticipated events. A management plan should include a contingency plan if certain aspects of the master plan prove to be unattainable. Alternative courses of action can be incorporated into each segment of the planning process, or for the plan in its entirety.
Levels and Types of Plans
ReplyDeleteOn the basis of level:
1) Strategic plans: These plans are known as "grand plans". These plans involves decision making about the oraganizations long-term goals and stratergies. Their aim is to match internal strengths and weaknesses ti change the externl environment in order to create new opportunities.
2) Tactical plans: These plans focuses on functional areas of the organixation. It also focuses on the major actions that a unit must taketo fulfill its parts of the strategic plan.
3) Operational plans: The frontline managers or supervisors are responsible for developing and implementing operational plans. These plans have very short-ter, focus. They deal with routine task.
On basis of time frame:
1)Long-term plans : They have continuing value and are used in for many years.
2)Intermediate-term plans: these plans have the time horizon between one and five years.
3) Short-term plans: The life span of these plans are not more thn a years.
4) Rolling plans: These plans are updated and amended every year to take account of changing conditions in the external environment.
On the basis of use:
1)standing plans: standing plans are developed to guide employees in handling situations that they are likely to recur and become routine. They remain in place over extended period of time and guide managers at all levels in their decision-making. It focuses on policies, procedures and rules.
2) Single-use plan: These plans are developed to handle nonprogrammed decision making. They are used only once. After use they are either discarded or revised. They remain valid for certain period of time , until their purpose is accomplished. Programmers, projects, and budgets are examples of single-use plans.
Steps in the planning process includes establishing goals, identifying premises, identifying alternatives, testing the practicability of alternativesand selecting and announcing the final plan.
Planning Process – Types of the Plans
ReplyDelete1. Planning Hierarchy
The concept of the feeling of the plans at the different hierarchical levels can be understood a great deal with the help of the planning hierarchy. Here the different plans are treated as the hierarchy, involves going towards the lowest hierarchical plan from the broader hierarchical plan.
2. Conceptual planning
Provides some type of the guidance for the planning but the major drawback in this type of the planning is that the planning unit is not at all visible, whose presence is very much critical in the planning
3. The Plan document
For getting a planned document, all the above steps are performed and during this, one particular thing to kept in mind is that the plan must start with the broader objectives and must be linked stepbystep to the actionable and the implementation activity.
4. The program
Whenever any activity is carried out, it is carried out to achieve one thing or the other. But the results that one expects to be obtained must be achieved in the proper frame of the time, so that they can be used at the right time for various other activities. Hence, in order to get the results within the certain time frame, a program is drawn.
Levels and Types of Plans
ReplyDeleteOn the basis of level:
1) Strategic plans: These plans are known as "grand plans". These plans involves decision making about the oraganizations long-term goals and stratergies. Their aim is to match internal strengths and weaknesses ti change the externl environment in order to create new opportunities.
2) Tactical plans: These plans focuses on functional areas of the organixation. It also focuses on the major actions that a unit must taketo fulfill its parts of the strategic plan.
3) Operational plans: The frontline managers or supervisors are responsible for developing and implementing operational plans. These plans have very short-ter, focus. They deal with routine task.
On basis of time frame:
1)Long-term plans : They have continuing value and are used in for many years.
2)Intermediate-term plans: these plans have the time horizon between one and five years.
3) Short-term plans: The life span of these plans are not more thn a years.
4) Rolling plans: These plans are updated and amended every year to take account of changing conditions in the external environment.
On the basis of use:
1)standing plans: standing plans are developed to guide employees in handling situations that they are likely to recur and become routine. They remain in place over extended period of time and guide managers at all levels in their decision-making. It focuses on policies, procedures and rules.
2) Single-use plan: These plans are developed to handle nonprogrammed decision making. They are used only once. After use they are either discarded or revised. They remain valid for certain period of time , until their purpose is accomplished. Programmers, projects, and budgets are examples of single-use plans.
Steps in the planning process includes establishing goals, identifying premises, identifying alternatives, testing the practicability of alternativesand selecting and announcing the final plan.