planning christiane joy tolentino

Upload: angelo

Post on 10-Apr-2018

219 views

Category:

Documents


0 download

TRANSCRIPT

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    1/33

    PREPARED BY:

    KRISTIANNE JOY TOLENTINO

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    2/33

    THE NATURE OF PLANNING

    PLANNING DEFINED

    PLANNING AT VARIOUS MANAGEMENT LEVELS

    THE PLANNING PROCESSMAKING PLANNING EFFECTIVE

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    3/33

    If managing an organization is to bepursued vigorously, planning will constitutethe most important activity. Managers who

    plan are afforded with the opportunity tocarefully analyze situations which directlycontribute to effective decision-making.

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    4/33

    There are many instances when managers areoverwhelmed by various activities which at times be cloudhis judgment. This must be expected since anybody who isconfronted by several situations happening simultaneously

    will loose sight of the more important concerns. Tominimize mistakes in decision making, planning isundertaken.

    A plan, which is the output of planning, provides amethodical way of achieving desired results. In the

    implement of activities, the plan serves as a useful guide.Without the plan, some minor tasks may be afforded majorattention which may, later on, hinder the accomplishmentof objectives

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    5/33

    Various experts define planning in various ways, all ofwhich are designed to suit specific purposes.

    Planning, according to nickels and others, refers tothe management function that involves anticipatingfuture trends and determining the best strategies andtactics to achieved an organizational objectives. Thisdefinition is useful because it relates the future to whatcould be decided now.

    Aldag and stearns, on the other hand, defined

    planning as the selection and sequential ordering oftasks required to achieved an organizational goal. Thisdefinition centers on the activity required to accomplishthe goals

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    6/33

    The definition of cole and amilton provides a better guideon how to effectively perform this vital activity. Planinng,according to them is deciding what will be done, who will do it,

    where, when and how it will be done, and the standards to which

    it will be done.For our purpose, it will suffice to define planning as

    selectingthe best course of action so that the desired result maybe achieved.

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    7/33

    Since engineer managers could be occupying positionsin any of the various managementlevels, it will be useful forthem to know some aspectsof planning undertaken at thedifferrent management levels.

    Planning activities undertaken at various levels are asfollows:

    Top management level - strategic planning

    Middle management level - intermediate planning

    Lower management level - operational planning

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    8/33

    The term strategic planning refers to the process ofdetermining the major goals of the organization and the policiesand strategies for obtaining and using resources to achieve thosegoals. The top managementof any firm is involved in this type of

    planning.

    The output of strategic planning is the strategic plan whichspells out the decision about long-range goals and the course

    of action to achievethese goals.

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    9/33

    Intermediate planning refers to the process of

    determining the contributions that subunits can make withallocated resources. This type of planning is undertaken bymiddle management.

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    10/33

    CHIEF EXECUTIVEOFFICER, PRESIDENT,VICE PRESIDENTS,

    GENERAL MANAGER,DIVISION HEADS

    FUNCTIONAL MANAGERS,PRODUCT LINE MANAGERS,

    DEPARTMENT HEADS

    UNIT MANAGERS,

    FIRST LINE SUPERVISORS

    MIDDLE

    MANAGEMENT

    LOWER

    MANAGEMENT

    TOP

    MANAGEMENTSTRATEGIC PLANNING

    ( ONE TO TEN YEARS)

    INTERMEDIATE PLANNING

    (SIX MO. TO TWO YEARS)

    OPERATIONAL PLANNING

    (ONE WEEK TO ONE YEAR)

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    11/33

    PRESIDENT/

    GENERAL

    MANAGER

    PRODUCTION

    MANAGER

    INDUSTRIAL

    ENGINEERING

    MANAGER

    FACTORY

    MANAGER

    FINANCE

    MANAGER

    QUALITY

    CONTROL

    MANAGER

    MARKETING

    MANAGER

    PERSONNEL

    MANAGER

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    12/33

    The first task of the engineer manager is to provide ofdirecton to his firm (if he is the chief executive), to hisdivision (if he heads the division), or to his unit (if he is asupervisor). The setting of goals provide an answer to the

    said concern. If everybody in the firm (or division or unit,as the case may be) is aware of the goals, there is a bigchance that everybody will contribute his sharein therealization of such goals.

    Goals may be defined as the precise statement ofresults sought, quantified in time and magnitude, wherepossible

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    13/33

    THE TERM OPERATIONAL PLANNING REFERS TO THE PROCESS OF DETERMINING HOW SPECIFIC TASKSCAN BEST ACCOMPLISHED ON TIME WITH AVAILABLERESOURCES. THIS TYPE OF PLANNING IS A

    RESPONSIBILITY OF LOWER MANAGEMENT. IT MUST BEPERFORMED IN SUPPORT OF THE STRATEGIC PLAN ANDTHE INTERMEDIATE PLAN

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    14/33

    The process of planning consists of various stepsdepending on the management level that erforms theplanning tasks. Generally, however, planning involves thefollowing:

    Setting organizational, divisional, or unit goals

    Developing strategies or tactics to reach those goals

    Determining resources needed and

    Setting standards

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    15/33

    .

    COMPANY

    DIVISION

    UNIT

    TO ATTAIN A RETURNON INVESTMENT OF 25%

    TO INCREASE THE NUMBEROF PROJECTS UNDERTAKEN

    BY THE COMPANY

    TO INCREASE THE NUMBEROF PROJECT ENGINEERS

    EXAMPLE OF GOALSORGANIZATION

    LEVEL

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    16/33

    After determining the goals, the next tasks is to devisesome means to realize them. The ways to realize the goalsare called strategies and thesewill be the concern of topmanagement. The middle and lower management will

    adapttheir own tactics to implement their plans

    A tactic is a short-term action taken by managementto adjust to negative internal or external influences. They

    are formulated and implemented in support of the firmsstrategies. The decision about short-term goals and thecourses of action are indicated in the tactical plan

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    17/33

    When particular sets of strategies or tactics have beendevised, the engineer manager will, then, determinethehuman and nonhuman resources required by suchstrategies or tactics. Even if the resource requirements arecurrently available, they must be specified.

    The quality and quantity of resources needed must becorrectly determined. Too much resources in terms of

    either quality or quantity will be wasteful. Too little willmean lossof opportunities for maximizing income.

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    18/33

    A standard may be define as a quantitive or qualitativemeasuring device designed to help monitor the performances ofpeople, capital goods, or processes.

    An example of a standard is the minimum number of unitsthat must be produced by a worker per day in a given worksituation.

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    19/33

    FUNCTIONAL AREA PLANS

    PLANS ARE OF DIFFERENT TYPE. THEY MAY BECLASSIFIED IN TERMS OF FUNCTIONAL AREAS, TIMEHORIZON, AND FREQUENCY OF USE.

    PLANS MAY BE PREPARED ACCORDING TO THENEEDS OF THE DIFFERENT FUNCTIONAL AREAS. AMONGTHE TYPES OF FUNCTIONAL AREA PLANS ARE THE

    FOLLOWING:

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    20/33

    MARKETING PLAN- THIS IS THE WRITTEN DOCUMENT OR BLUEPRINTFOR IMPLEMENTING AND CONTROLLING AN ORGANIZATIONSMARKETING ACTIVITIES RELATED TO A PARTICULAR MARKETINGSTRATEGY

    PRODUCTION PLAN- THIS IS A WRITTEN DOCUMENT THAT STATESTHE QUANTITY OF OUTPUT A COMPANY MUST PRODUCE IN BROADTERMS AND BY PRODUCT FAMILY

    FINANCIAL PLAN- IT IS A DOCUMENT THAT SUMMARIZES THE

    CURRENT FINANCIAL NEEDS, AND RECOMMENDS A DIRECTION FORFINANCIAL ACTIVITIES

    HUMAN RESOURCE MANAGEMENT PLAN- IT IS A DOCUMENT THATINDICATES THE HUMAN RESOURCE NEEDS OF A COMPANY DETAILEDIN TERMS OF QUANTITY AND QUALITY AND BASED ON THEREQUIREMENTS OF THE COMPANYS STRATEGIC PLAN

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    21/33

    PLANS WITH TIME HORIZON CONSIST OF THEFOLLOWING

    1. SHORT-RANGE PLANS- THESE ARE PLANS INTENDED TOCOVER A PERIOD OF LESS THAN ONE YEAR. FIRST-LINESUPERVISORS ARE MOSTLY CONCERNED WITH THESEPLANS.

    2. LONG-RANGE PLANS- THESE ARE PLANS COVERING A

    TIME SPAN OF MORE THAN ONE YEAR. THESE AREMOSTLY UNDERTAKEN BY MIDDLE AND TOPMANAGEMENT.

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    22/33

    ACCORDING TO FREQUENCY OF USE, PLANS MAY BECLASSIFIED AS:

    1. STANDING PLANS

    2. SINGLE-USE PLANS

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    23/33

    These are plans that are used again and again, andthey focus on managerial situations that recur repeatedly

    Standing plans may be further classified as follows:

    I. Policies- they are broad guidelines to aid managers atevery level in making decisions about recurringsituations or function.

    II. Procedures- they are plans that described the exact seriesof actions to be taken in a given situation

    III. Rules- they are statements that either require or forbid acertain action

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    24/33

    THESE PLANS ARE SPECIFICALLY DEVELOPED TOIMPLEMENT COURSES OF ACTION THAT ARE RELATIVELYUNIQUE AND ARE UNLIKELY TO BE REPEATED.

    SINGLE-USE PLANS MAY BE FURTHER CLASSIFIED AS

    FOLLOWS:I. BUDGET- A PLAN WHICH SETS FORTH THE PROJECTEXPANDITURE FOR A CERTAIN ACTIVITY AND EXPLAINS

    WHERE THE REQUIRED FUNDS WILL COME FROM

    II. PROGRAMS- A SINGLE-USE PLAN DESIGNED TOCOORDINATE A LARGE SET OF ACTIVITIES

    III. PROJECT - IS ASINGLE-USE PLAN THAT IS USUALLYMORE LIMITED IN SCOPE THAN A PROGRAM AND ISSOMETIMES PREPARED TO SUPPORT A PROGRAM

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    25/33

    THE ENGINEER MANAGER MAY BE FAMILIAR WITHENGINEERING PLANS, KNOWING THE DETAILS FROMBEGINNING TO END. HOWEVER, THE EVER PRESENTPOSSIBILITY OF MOVING FROM ONE MANAGEMENT LEVEL

    TO THE NEXT AND FROM ONE FUNCTIONAL ARE TOANOTHER PRESSES THE ENGINEER MANAGER TO BEFAMILIAR AS WELL WITH OTHER FUNCTIONAL AREAPLANS.

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    26/33

    THE STRUCTURE AND CONTENT OF MARKETING PLANSVARY DEPENDING ON THE NATURE OF THE ORGANIZATIONSADAPTING. WILIAM COHEN MAINTAINS THAT THEFOLLOWING MUST BE INCLUDED IN THE MARKETING PLAN

    THE EXECUTIVE SUMMARY- WHICH PRESENTS AN

    OVERALL VIEW OF THE MARKETING PROJECT AND ITSPOTENTIAL. TABLE OF CONTENTS SITUATIONAL ANALYSIS AND TARGET MARKET MARKETING OBJECTIVES AND GOALS MARKETING STRATEGIES MARKETING TACTICS SCHEDULES AND BUDGETS FINANCIAL DATA AND CONTROL

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    27/33

    THE PRODUCTION PLAN MUST CONTAIN THEFOLLOWING:

    THE AMOUNT OF CAPACITY THE COMPANY MUST HAVE

    HOW MANY EMPLOYEES ARE REQUIRED

    HOW MUCH MATERIAL MUST BE PURCHASED

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    28/33

    The components of the financial plan are as follows

    1. The analysis of the firms current financial condition as

    indicated by an analysis of the most recent statements2. A select forecast

    3. The capital budget

    4. The cash budget

    5. A set of pro forma (or projected) financial statements6. The external financing plan

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    29/33

    THE HUMAN RESOURCE PLAN MUST CONTAIN THEFOLLOWING:

    1. PERSONNEL REQUIREMENTSOF THE COMPANY

    2. PLANS FOR RECRUITMENT AND SELECTION

    3. TRAINING PLAN

    4. RETIREMENTPLAN

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    30/33

    THE STRATEGIC PLAN MUST CONTAIN THE FOLLOWING:

    COMPANY OR CORPORATE MISSION

    OBJECTIVE OR GOALS

    STRATEGIES

    COMPANY OF CORPORATE MISSION REFERS TO THESTRATEGIC STATEMENT THAT IDENTIFIES WHY ANORGANIZATION EXISTS, ITS PHILOSOPHY OF

    MANAGEMENT, AND ITS PURPOSE AS DISTINGUISHEDFROM OTHER SIMILAR ORGANIZATIONS IN TERMS OFPRODUCTS, SERVICES, AND MARKETS

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    31/33

    PLANNING IS DONE SO THAT SOME DESIRED RESULTSMAY BE ACHIEVED. AT TIMES, HOWEVER, FAILURE INPLANNING OCCURS. PLANNING MAY BE MADE SUCCESSFULIF THE FOLLOWING ARE OBSERVED:

    1. RECOGNIZED THE PLANNING BARRIERS

    2. USE OF AIDS TO PLANNING

    THE PLANNING BARRIERS, ACCORDING TO PLUNKETTAND ATTNER, ARE AS FOLLOWS:

    1. MANAGERS INABILITY2. IMPROPER PLANNING PROCESS3. LACK OF COMMITMENT TO THE PLANNING PROCESS4. IMPROPER INFORMATION

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    32/33

    THE PLANNING BARRIERS, ACCORDING TO PLUNKETTAND ATTNER, ARE AS FOLLOWS:

    MANAGERS INABILITY

    IMPROPER PLANNING PROCESS LACK OF COMMITMENT TO THE PLANNING PROCESS

    IMPROPER INFORMATION

    FOCUSING ON THE PRESENTAT THE EXPENSE OF THEFUTURE

    TOO MUCH RELIANCE ON THE PLANNING DEPARTMENT

    CONCENTRATING ON ONLY THECONTROLLABLEVARIABLES

  • 8/8/2019 PLANNING Christiane Joy Tolentino

    33/33

    AMONG THE AIDS TO PLANNING THAT MAY BE USEDARE:

    GATHER AS MUCH INFORMATION AS POSSIBLE

    DEVELOP MULTIPLE SOURCES OF INFORMATION

    INVOLVE OTHERS IN THE PLANNING PROCESS