Lecture 4 Planning1
Lecture 4 Planning1
Lecture 4 Planning1
GOAL-SETTING is the
identification of targets
or desired ends that
management wants to
reach.
DIFFERENCE BETWEEN GOALS AND PLANS
PLANS are the
actions or means that
administrators/
managers intend to
use to achieve
organizational goals.
DIFFERENCE BETWEEN GOALS AND PLANS
In short, goals serve as the
foundation of planning.
Goals precede plans
because knowing the
desired targets is a must
before establishing plans
for reaching them.
VISION
A mental image of what the
organization will be in the future,
as desired by the company
management and employees. A
vision can be expressed as the
state in the future of what the
organization’s may be.
MISSION
Basic purpose of an
organization and range of
their operations. It is an
enduring statement of
purpose of an organization’s
existence that distinguishes
itself from others.
VALUES
The fundamental and
shared beliefs that will
provide the organization’s
behavior in meeting its
objectives and in dealing
with others.
OBJECTIVES
Steps needed in
order to attain
desired ends.
IMPORTANCE OF PLANNING
1. It provides direction to
all of the organization’s
human resources – both
managers as well as
employees.
IMPORTANCE OF PLANNING
2. It reduces uncertainty; it
compels managers to consider
future events that may affect
their company. Anticipating
changes and their impact will
help managers and other
workers to react to such changes
appropriately.
IMPORTANCE OF PLANNING
3. Minimizing of wastes will
result if there is proper
coordination of activities due
to planning; negative
practices, ineffectiveness, and
inefficiencies could be easily
detected and can be
corrected or eliminated.
IMPORTANCE OF PLANNING
4. Establishing goals and
standards during
planning may be used for
controlling, another
necessary managerial
function.
PLANNING
Without planning,
goals and standards
will be absent and
controlling will not be
possible.
RELATIONSHIP OF PLANNING TO INDIVIDUAL
AND ORGANIZATIONAL PERFORMANCE
The relationship between planning
and performance is mainly due to
association of systematic planning
with the excellent financial status of
the organization and higher return of
investments, higher income, and
profit that could be traced to the
excellent performance of its human
resources.
RELATIONSHIP OF PLANNING TO INDIVIDUAL
AND ORGANIZATIONAL PERFORMANCE
The planning-performance relationship
could also be associated with the time
spent in preparing and executing a formal
organizational or individual plan. A well-
thought-out plan requires a longer period
of preparation; its execution or application
must also be done for a certain period of
time – months or years- before it begins to
affect performance.
DECISION MAKING
MODEL AND GOAL
SETTING
Decision Making Process
a. DELPHI TECHNIQUE
forecasts are performed
by consultants, or
specialists who are
outsiders.
2. QUALITATIVE PLANNING TOOLS
b. BRAINSTORMING
a group effort in solving a problem.
Participants are experts who are
employees of the organization. They
feel free to discuss their ideas or
suggestions. After the session, the
best ideas are selected by the
manager.
2. QUALITATIVE PLANNING TOOLS
c. QUALITY CIRCLE
A cooperative effort of employees and a
supervisor. This technique originated from
Japan which intended to increase productivity
or employees, and to enhance more their
cooperation in cost reduction methods.
Sessions are conducted regularly, almost daily
to discuss only one problem the supervisor, or
participants want to solve.
2. QUALITATIVE PLANNING TOOLS
d. MANAGEMENT by OBJECTIVE (MBO)
A one-on-one approach which requires face-
to-face meetings between managers and
subordinates. They act together to establish
common objectives which are directed
towards the attainment of corporate
objectives. Follow-up sessions are made to
check progress, and to make adjustments if
needed. The manager provides support to
improve performance of the subordinates.