Scribd Logo
Upload

Welcome to Scribd!

  • 13 views

    MEP-Kuliah 3 - Planning

    Uploaded by

    revinapratiwiayu
    Planning is a key part of the management process and involves setting objectives and determining how to accomplish them. There are several types of plans managers use, including long-term and short-term plans as well as strategic, tactical, and operational plans. Effective planning improves focus, flexibility, action orientation, coordination, and control. Managers use tools like forecasting, contingency planning, and benchmarking to develop plans and then work to implement them in order to achieve specific, attainable, timely, and measurable goals. The decision-making process managers follow includes defining problems, generating alternatives, choosing a preferred solution, implementing it, and evaluating results.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    MEP-Kuliah 3 - Planning

    Uploaded by

    revinapratiwiayu
    13 views18 pages
    Planning is a key part of the management process and involves setting objectives and determining how to accomplish them. There are several types of plans managers use, including long-term and short-term plans as well as strategic, tactical, and operational plans. Effective planning improves focus, flexibility, action orientation, coordination, and control. Managers use tools like forecasting, contingency planning, and benchmarking to develop plans and then work to implement them in order to achieve specific, attainable, timely, and measurable goals. The decision-making process managers follow includes defining problems, generating alternatives, choosing a preferred solution, implementing it, and evaluating results.

    Original Title

    MEP-Kuliah 3- Planning

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Planning is a key part of the management process and involves setting objectives and determining how to accomplish them. There are several types of plans managers use, including long-term and short-term plans as well as strategic, tactical, and operational plans. Effective planning improves focus, flexibility, action orientation, coordination, and control. Managers use tools like forecasting, contingency planning, and benchmarking to develop plans and then work to implement them in order to achieve specific, attainable, timely, and measurable goals. The decision-making process managers follow includes defining problems, generating alternatives, choosing a preferred solution, implementing it, and evaluating results.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    13 views18 pages

    MEP-Kuliah 3 - Planning

    Uploaded by

    revinapratiwiayu
    Planning is a key part of the management process and involves setting objectives and determining how to accomplish them. There are several types of plans managers use, including long-term and short-term plans as well as strategic, tactical, and operational plans. Effective planning improves focus, flexibility, action orientation, coordination, and control. Managers use tools like forecasting, contingency planning, and benchmarking to develop plans and then work to implement them in order to achieve specific, attainable, timely, and measurable goals. The decision-making process managers follow includes defining problems, generating alternatives, choosing a preferred solution, implementing it, and evaluating results.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 18

    BRIEF CONTENTS

    • THE ROLE OF PLANNING IN THE MANAGEMENT


    PROCESS
    • WHY AND HOW MANAGER PLAN ?
    • BENEFITS OF PLANNING
    • TYPES OF PLANS USED BY MANAGERS
    • PLANNING TOOLS AND TECHNIQUES
    • IMPLEMENTING PLANS TO ACHIEVE RESULTS
    • THE DECISION-MAKING PROCESS
    • MANAGERS AS DECISION MAKER
    • CREATIVITY IN DECISION MAKING
    THE ROLE OF PLANNING IN THE MANAGEMENT PROCESS

    Planning
    to set the direction
    >Decide where you want to go
    > Decide how best to go about it
    Organizing
    Leading
    to create
    structures to inspire effort
    Controlling
    to ensure results
    WHY AND HOW MANAGER PLAN ?
    • Planning sets the stage for providing a sense
    of direction.
    • It is a process of setting objectives and
    determining how the best ways to
    accomplish.
    • Planning involves deciding exactly what you
    want to accomplish
    THE PLANNING PROCESS
    • Define Your Objectives — Identify desired outcomes or results in very specific ways.
    • Determine Where You Stand Vis-à-vis Objectives — Evaluate current accomplishments relative
    to the desired results.
    • Develop Premises regarding Future Conditions — Anticipate future events and generate
    alternative “scenarios” for what may happen.
    • Analyze Alternatives and Make a Plan — List and evaluate possible actions and choose the
    alternative plan most likely to accomplish your objectives.
    • Implement The Plan And Evaluate Results — Take action, carefully measure your progress
    toward objectives, evaluate results, take corrective action, and revise plans as needed.
    BENEFITS OF PLANNING Good Planning Helps
    Us
    • Action oriented—keeping a results driven
    Planning Improves Focus and Flexibility sense of direction;
    • Priority oriented—making sure the most
    important things get first attention;
    Planning Improves Action Orientation • Advantage oriented—ensuring that all
    resources are used to best advantage;
    • Change oriented—anticipating problems
    Planning Improves Coordination and Control and opportunities so they can be best
    dealt with.
    TYPES OF PLANS USED BY MANAGERS
    1
    Long-Range and Short-Range Plans

    2 Strategic and Tactical Plans

    3
    Operational Plans
    CONT. TYPES OF PLANS USED BY MANAGERS
    1

    Long-Range and Short-Range Plans


    • Long-term plans typically look three or more
    years into the future.
    • Short-term plans typically cover one year or less.
    • Top management is still responsible for setting
    longer-term plans.
    • While, lower management to work on useful
    short-terms plans.
    CONT. TYPES OF PLANS USED BY MANAGERS
    2
    Strategic and Tactical Plans
    • Focused on the organization as a whole or a major component.
    • Identified long-term directions for the organization.
    • Set the goals and objectives needed to accomplish the organization’s vision what it hopes to be in
    the future.
    • Specify how the organization’s resources can be used to put strategies into action.
    • Tactical plans in business often take the form of functional plans
    Functional Plans indicate how different operations within the organization will help advance the overall
    strategy, that might include:

    • Production plans—dealing with work methods and technologies.


    • Financial plans—dealing with money and capital investments.
    • Facilities plans—dealing with facilities and work layouts.
    • Logistics plans—dealing with suppliers and acquiring resource inputs.
    • Marketing plans—dealing with selling and distributing goods or services.
    • Human resource plans—dealing with building a talented workforce.
    CONT. TYPES OF PLANS USED BY MANAGERS
    3
    Operational Plans
    • Guide behavior and describe what needs to be done in the short term to support
    strategic and tactical plans
    • Include standing plans like policies and procedures that are used over and over again.
    • Single-use plans like budgets that apply to one specific task or time period.

    Policies Procedures Budgets

    • A policy communicates broad • Describe specific rules for what • Commit resources for specific time
    guidelines for making decisions and actions are to be taken in various periods to activities, projects, or
    taking action in specific situations. programs.
    circumstances. • Often called SOPs—standard • Use a variety of budgets namely
    • Typical human resource policies cover operating procedures. Financial budgets, operating budgets,
    things like employee hiring, • Whereas a policy sets a broad nonmonetary budgets, fixed budget,
    termination, performance appraisals, guideline, procedures define precise and flexible budget
    pay increases, promotions, and actions to be taken
    discipline
    PLANNING TOOLS AND TECHNIQUES
    • Forecasting - Attempts to predict the future.
    • Contingency planning - Identifies alternative courses
    of action to take when things go wrong.
    • Scenario planning - Identifies alternative future
    scenarios and makes plans to deal with each.
    • Benchmarking - Uses external and internal
    comparisons to plan for future improvements.
    • Staff planning - To help coordinate and energize
    planning.
    IMPLEMENTING PLANS TO ACHIEVE RESULTS
    1 Specific
    Desired outcomes clear to
    anyone

    Attainable Timely
    Realistic, possible Linked to due date
    to accomplish and timetable
    Great
    Goals

    Challenging Measurable
    Include “stretch,” No doubt when
    focused on doing accomplished,
    better or missed
    CONT. IMPLEMENTING PLANS TO ACHIEVE RESULTS
    2

    Goal Alignment between Team Leader and Team Member

    Jointly plan Jointly control


    Individually set
    - Set objectives - Review results
    - Perform tasks (member)
    - Set standards - Discuss implications
    - Provide support (leader)
    - Choose actions - Renew cycle
    CONT. IMPLEMENTING PLANS TO ACHIEVE RESULTS
    Define
    planning
    3
    objectives

    Implement Determine where


    plans and Build things stand
    evaluate results commitments vis-à-vis objectives
    to plans by
    allowing others
    to
    participate

    Identify action Develop


    alternatives premises regarding
    and make plans future conditions
    THE DECISION-MAKING PROCESS
    The decision-making process begins with identification of a problem and ends with evaluation of
    implemented solutions.

    Step 2
    Step 3
    Step 1 Generate and Step 4 Step 5
    Choose a
    Find and define evaluate Implement Evaluate
    preferred
    the problem alternative the decision results
    course of action
    solutions

    Double check ethical reasoning


    MANAGERS AS DECISION MAKER
    Classical Model Behavioral Model
    - Structured problem • Unstructured problem
    Rationality
    - Clearly defined • Not clearly defined
    - Certain environment
    Acts in perfect world • Uncertain environment
    - Complete information • Incomplete information
    - All alternatives and Managers as • Not all alternatives and
    consequences known Decision Maker consequences known

    Optimizing Decision Bounded rationality


    Satisficing Decision
    Choose absolute best Acts with cognitive Choose first
    among alternatives limitations “satisfactory” alternative
    CREATIVITY IN DECISION MAKING
    • Creativity is the generation of a novel idea or unique approach that solves a problem or crafts an
    opportunity.
    • Big-c creativity occurs when extraordinary things are done by exceptional people.
    • Little-c creativity occurs when average people come up with unique ways to deal with daily
    events and situations.

    Task Personal Creativity Situational Creativity Drivers Team Creativity


    Expertise Skills

    Task Creativity Creativity Management


    Motivation Support

    Creativity Organizational
    Skills Culture

    You might also like