Elements of Planning and Decision-Making

1. Elements of Planning and Decision-Making A Brief Review

2. Key Concepts for Strategic Thinking • Vision • Mission • Strategy

3. The Environmental Context The organization’s mission • Purpose • Premises • Values • Directions Strategic goals Strategic plans Tactical goals Tactical plans Operational goals Operational plans Decision Making and the Planning Process • The Planning Process

4. Organizational Goals • Purposes of Goals • Provide guidance and a unified direction for people in the organization. • Have a strong affect on the quality of other aspects of planning. • Serve as a source of motivation for employees of the organization. • Provide an effective mechanism for evaluation and control of the organization.

5. Kinds of Goals • By Level • Mission statement is a statement of an organization’s fundamental purpose. • Strategic goals are goals set by and for top management of the organization that address broad, general issues. • Tactical goals are generally set for middle managers; their focus is on how to operationalize actions to strategic goals.

6. Responsibilities of Setting Goals • Who Sets Goals? • All managers and staff should be involved in the goal-setting process. • Managerial responsibility for goal setting is to communicate the beliefs and opinions of the staff that they supervise and to express their own view of progress, gaps, and direction.

7. Responsibilities of Setting Goals • Sorting Out Multiple Goals • Optimizing allows managers to balance and reconcile inconsistent or conflicting goals.

8. Organizational Plans • Strategic Plans • A general plan outlining resource allocation, priorities, and action steps to achieve strategic goals. • Tactical Plans • A plan aimed at achieving the steps and timeframe set by and for middle management.

9. Time Frames for Planning • The Time Dimension of Planning • is based on the principle of commitment. Planning must provide sufficient time to fulfill the managerial commitments involved. • Long-range Plans (may not be strategic) • cover present and future strategic issues; normally extend beyond five years in the future.

10. Responsibilities for Planning • Planning Staff (can be permanent or assigned) • Planning staff personnel gather information, coordinate planning activities, and help collect information for managerial review • Planning Task Force • Created when the organization wants a special circumstance addressed.

11. Responsibilities for Planning • Board of Directors • Establishes/confirms/approves the organization’s policy, such as the corporate mission and strategy. • Chief Executive Officer • Has the lead role in the planning process and oversees the implementation of strategy by supervising department directors.

12. Responsibilities for Planning (cont’d) • Executive Committee • Composed of top officers within the organization. Meet when the Board is not scheduled to meet to review progress of the strategic plans. • Line Management - Persons with formal authority and responsibility for management of the organization. Help to formulate strategy by providing information. Responsible for executing the plans developed by top management.

13. Ongoing planning process Action point 1 Action point 2 Action point 3 Action point 4 Successfully complete Develop plan, Implement plan and Specify indicators considering formally identify for the contingency plan or contingency plan contingency events contingency events events and develop contingency plans for each possible event Monitor contingency event indicators and implement contingency plan if necessary Contingency Planning • Contingency is the determination of alternative courses of action to be taken if an intended plan is unexpectedly disrupted or rendered inappropriate. These plans help managers to cope with uncertainty and change.

14. Developing tactical plans Executing tactical plans • Recognize and understand • Evaluate each course of action overarching strategic plans in light of its objective • Obtain and distribute • Specify relevant resources and information and resources time issues • Monitor horizontal and vertical • Recognize and identify human communication and integration resource commitments of all activities/steps • Evaluate ongoing activities Tactical Planning • Developing and Executing Tactical Plans

15. Types of Operational Plans

16. Barriers to Goal Setting and Planning • As part of managing the goal-setting and planning process, managers must understand the barriers that can disrupt implementation. Managers must collaborate to overcome the obstacles.

17. Starting Establishment Communicat- Collaborative the formal of organiza- ing organiza- Periodic Evaluation goal setting goal-setting tional goals tional goals review and planning program and plans and plans Meeting Verifiable goals and clear plans Counseling Resources Using Goals to Implement Plans • A formal goal-setting process can be an effective technique for integrating the ideas and expertise of staff. It provides staff with a voice and promotes acceptance of what they are expected to accomplish.

18. Strengths for Success Improved employee motivation Enhances communication Fosters more objective performance appraisals Focuses attention on appropriate goals and plans Helps identify managerial talent Provides a systematic management philosophy Facilitates control of the organization Cause of Failure Poor implementation of the goal setting process Lack of top-management support for goal setting Delegation of the goal-setting process to lower levels Overemphasis on quantitative goals Too much paperwork and record keeping Managerial resistance to goal setting Using Goals to Implement Plans:The Effectiveness of Formal Goal Setting

19. The End