PreTest : Group Work

1. Planning definition • Purposes of planning • Difference between goal and plan • Types of plans • Steps in goal setting PreTest: Group Work

2. 1st Core Management Function: Planning

3. What is planning?

4. Planning involves: • Defining the organization’s goals (in specific time period) • Establishing strategiesfor achieving those goals • Developing plans to integrate and coordinate work activities What is ‘Planning’?

5. Provides direction • Reduces uncertainty • Minimizes waste and redundancy • Establishes the goals or standards used in controlling Proposes of Planning

6. are desired outcomes or targets • are foundation of planning Goals (objectives)

7. are documents that outline how goals are going to be met • usually include resource allocations, schedules, and other necessary actions to accomplish the goals Plans

8. Types of Goals

9. Financial goals: goals are related to financial performance of org. • Strategic goals: goals are related to all other areas of org.’s performance • McDonald’s states its financial targets are 3-5% average annual sales and revenue growth • Nissan released new GT-R supercar to beat the performance of Porsch’s 911 Turbo Types of Goals (I)

10. Stated goals: official statements of what an organization says and wants others to believe its goals are (can be found in organization written announcement i.e. annual report or PR announcement) • Real goals: goals an organization actually pursues (by observing what organizational member are doing) • Tesco’s goal is to “create value for customers to earn their lifetime loyalty” • Stated goals are often irrelevant to what actually goes on • Many U.S. universities claim their goal is limiting class sizes, facilitating close student-faculty relationships, butthey commonly hold 300+ student lecture classes! Types of Goals (II)

11. 1 2 3 4 Breadth Time Frame Specificity Frequency of Use Strategic Long term Directional Single use Operational Short term Specific Normal use Types of Plans

12. Strategic plans: plans that apply to entire org. and establish the org.’s overall goals (broad plans) • Operational plans: plans that encompass a particular operational area of org. (narrow plans) Types of Plans (by breadth)

13. Long-term plans: plans with a time frame beyond 3 years • Short-term plans: plans covering 1 year or less • (In between short and long plans is intermediate plan) Types of Plans (by time frame)

14. Specific plans: plans that are clearly defined and no ambiguity might cause any misunderstanding • Directional plans: plans that are flexible which set out general guidelines (provide focus but not lock managers into specific goals or courses of action) Types of Plans (by specificity)

15. Single-use plan: one-time plan specifically designed to meet the needs of a unique situation • Project: plan that specify activity, work methods or process, time frame (start-end), and other details that are required to accomplish one specific goal • Program: plan that comprises of more than one relevant activities or projects to accomplish the goal Types of Plans (by frequency of use)

16. Standing plans: ongoing plans that provide guidance for activities performed repeatedly include policies, rules, and procedures • Rules: a formal and widely-accepted statement of plan all org. members need to strictly apply • Policy: a deliberate plan of action to guide decisions and achieve rational outcome(s), it’s a broader scope, as a guideline to achieve specific goal, than rule • Procedures: specified series of actions or operations which have to be executed in the same manner in order to always obtain the same result under the same circumstances to avoid any confusion of work sequences • Contingency plan: it will be used when any emergency situation occurs or failure of current plan occurs and cannot be implemented Types of Plans (by frequency of use)

17. Planning Process

18. Mission statement Vision statement Strategic planning Tactical planning Operational planning 1 Goals Goals Goals 2 Action Plans Action Plans Action Plans 3 Planning Process

19. “What is our reason for being?” = the purpose of organization = talks about company’s present • It is a broad statement that provides an overall guide to what organizational members think is important • Top management and the board of directors are responsible for formulating a mission statement Mission Statement

20. “What do we want to become?” = a long-term goal describing “what” an organization wants to become. = talks about company’s future • “It should describe what’s happening to the world you compete in and what you want to do about it” (from Fortune article) • Top managers are responsible for developing vision statement after formulate mission statement Vision Statement

21. Mission Statement “We are a global family with a proud heritage, passionately committed to providing a personal mobility for people around the world. We anticipate consumer needs and deliver outstanding products and services that improve people’s lives.” • Vision Statement “Our vision is to become the world’s leading consumer company for automotive products and services.” Ford Motor Company

22. Our vision is to be a global integrated operator of multiple restaurant concepts with the objective of providing 100% satisfaction to all stake holders. Our core values are to: • be customer focused • be results oriented • develop people • be innovative The Minor Food Group

23. The Gloria Jean’s Coffees Vision is to be the most loved and respected coffee company in the world. • To achieve our Vision we are committed to serving you, our guests, with the consistently highest quality coffee and outstanding personalized service in a vibrant store atmosphere. Our Values are based on… • a commitment to excellence • building partnerships that are based on integrity and trust • a belief in people and changing lives • fostering a culture of joy and passion throughout our company Gloria Jean’s Coffees

24. To inspire and nurture the human spirit— one person, one cup, and one neighborhood at a time. Here are the principles of how we live that every day: • Our CoffeeIt has always been, and will always be, about quality. We’re passionate about ethically sourcing the finest coffee beans, roasting them with great care, and improving the lives of people who grow them. We care deeply about all of this; our work is never done. • Our PartnersWe’re called partners, because it’s not just a job, it’s our passion. Together, we embrace diversity to create a place where each of us can be ourselves. We always treat each other with respect and dignity. And we hold each other to that standard. • Our CustomersWhen we are fully engaged, we connect with, laugh with, and uplift the lives of our customers— even if just for a few moments. Sure, it starts with the promise of a perfectly made beverage, but our work goes far beyond that. It’s really about human connection. • Our StoresWhen our customers feel this sense of belonging, our stores become a haven, a break from the worries outside, a place where you can meet with friends. It’s about enjoyment at the speed of life—sometimes slow and savored, sometimes faster. Always full of humanity. • Our NeighborhoodEvery store is part of a community, and we take our responsibility to be good neighbors seriously. We want to be invited in wherever we do business. We can be a force for positive action— bringing together our partners, customers, and the community to contribute every day. Now we see that our responsibility—and our potential for good—is even larger. The world is looking to Starbucks to set the new standard, yet again. We will lead. • Our ShareholdersWe know that as we deliver in each of these areas, we enjoy the kind of success that rewards our shareholders. We are fully accountable to get each of these elements right so that Starbucks—and everyone it touches—can endure and thrive. Our Starbucks Mission

25. Starbucks is committed to a role of environmental leadership in all facets of our business. • We fulfill this mission by a commitment to: • Understanding of environmental issues and sharing information with our partners. • Developing innovative and flexible solutions to bring about change. • Striving to buy, sell and use environmentally friendly products. • Recognizing that fiscal responsibility is essential to our environmental future. • Instilling environmental responsibility as a corporate value. • Measuring and monitoring our progress for each project. • Encouraging all partners to share in our mission. Environmental Mission Statement

26. Mission statement Vision statement Strategic planning Tactical planning Operational planning Goals Goals Goals Action Plans Action Plans Action Plans Planning Process

27. Top management Focus on… • Chief Executive Officer, president, vice president, general managers, division heads • Long-term decisions about overall direction of organization. • Managers need to pay attention to environment outside organization, be future-oriented, deal with uncertain and highly competitive conditions. Strategic Planning: 1-5 Years

28. Middle management Focus on… • Functional managers, product-line managers, department managers • Implement policies and plans of top management • Supervise and coordinate activities of first-line managers • Make decisions often without base of clearly defined information procedures Tactical planning: 6-24 months

29. First-line management Focus on… • Unit managers, team leaders, first-line supervisors • Direct daily tasks of nonmanagerial personnel; decisions often predictable, following well-defined set of routine procedures Operational Planning: 1-52 weeks

30. Strategic Goals • Tactical Goals • Operational Goals • are set by and for top management and focus on objectives for the organization as a whole which may contain org. areas of market, innovation, human resources, financial resources, physical asset, productivity, social responsibility, and profit • are set by and for middle managers and focus on the actions needed to achieve strategic goals • are set by and for first-line managers and are concerned with short-term matters associated with realizing tactical goals Goals Types

31. Mission Example Mission “To produce products are satisfied customer need and maximize stakeholders benefit with ethical practices” Strategic Goals • Strategic Goal- To increase market share from 20% to 30% and double the productivity within 3 years • To remain the sales profit level of 20% • To remain the 50% of net profit as a dividend Tactical Goals Operation Director- To reduce cost of production 3% per year - To increase 25% productivity by this year Marketing Director- To introduce 3 new product items to the market by this year - To increase sales volume of 20% by this year Financial Director- To remain the proportion of assets:liability as 2:1 - To get Bht 50 million loan from bank by this year Operational Goals Plant Manager- To reduce wastage less than 50 ppm by this year - To employ 100 new staff to increase production capacity Marketing Manager- To launch 3 new TVC advertisements within 3 months - To have organization’s news release at least 5 news via each type of media Financial Manager- To send the financial analysis to all affiliates within 7 days starting from the day receiving the budget

32. Setting SMART Goals

33. Specific • Measurable • Attainable • Results-Oriented • Target Dates = SMARTGoals Setting SMART Goals

34. Example: An airline business

35. “As many planes as possible should arrive on time” • “90% of planes should arrive within 15 minutes of scheduled arrival time” Specific

36. “As many planes as possible should arrive on time” • “90% of planes should arrive within 15 minutes of scheduled arrival time” Measurable

37. Not too easy as “half the flights should arrive on time” • Not impossible as “all flights must arrive on time, regardless of weather” • The goal should be challenging, realistic, and achievable within the scope of the time, equipment, and financial support available Attainable

38. The goals should focus on the relevant outcome which support the organization’s mission and vision • In writing out the goals, start with the word “To” and follow it with action-oriented verbs— “complete,” “acquire,” “increase” to show what should be the expected result from this goal setting • For example “to decrease by 10% the time to get passengers settled in their seats before departure” Results-Oriented

39. Too soon to accomplish? • “From tomorrow onward, 90% of planes should arrive within 15 minutes of scheduled arrival time” • “90% of planes should arrive within 15 minutes of scheduled arrival time startfrom the next quarter onward” Target Dates

40. Review the organization’s mission, or purpose - goals should reflect mission • Evaluate available resources – goals should be possible to accomplish with the available resources • Determine the goals individually or with input from others – goals should be in the same direction with other org.’s unit goals • Write down the goals and communicate them all who need to know • Review results and whether goals are being met – if not, change them as needed Summary: Steps in Goal Setting

41. Written in terms of outcomes rather than actions • Measurable and quantifiable • Clear as to a time frame • Challenging yet attainable • Written down • Communicated to all necessary organizational members Well-Written Goals

42. KKUIC Student Union: Sports Division

43. We are the team to support KKUIC students’ sport activities which include athletes and supportive teams in order to encourage students the outside-classroom learning of sportsmanship, sense of group loyalty and ability to work as a team. Mission Statement

44. Our vision is to build KKUIC the high reputation in sports and cheering teams both in campus and national level. Vision Statement

45. In KKU Inter-faculty Games, 75% of KKUIC students, including athletes and supportive teams, will participate the games. SMART Goal: KKU Inter-faculty Games 2012

46. SU Sport Division: • Identify types of sport KKUIC will join and the estimation of the budget for this event • Write to project proposal for budget from KKUIC • Announce KKUIC students about this event and persuade them to be a part of it and not forget to mention about activity points they are going to get • Being the contact center for KKUIC sport managers and KKU sport division • Allocate budget for each sport once the project proposal is approved and collect all expense records from each sport managers • Clear up all expenses for this project and report all match results to KKUIC Student Development • Evaluate the project by summarizing all the figures of participants both athletes and supportive teams Action Plans

47. Athletes • Announce students information about the games and its necessity via both meetings and announcement boards • Applications are opened for athletes and managers in all sports with specified due date • Once we have athletes and managers, managers have to arrange practice schedules, provide them all supports within given budget, be the coordinator for athletes and KKU sports division, and keep the record of no. of athletes • After games finish, managers are required to clear up all expenses for that sport and submit all the match results to KKUIC SU sports division Action Plans

48. Supportive Teams • Announce students information about the games and its necessity via both meetings and announcement boards • Applications are opened for supportive team manager and supportive members (students who are not interested in being athlete in any kind of sports) with specified due date • Once we have managers, managers have to organize how they are going to cheer up KKUIC teams, coordinate with sport managers on the schedule of the matches, and keep the record of no. of supportive members Action Plans

49. Approaches to Setting Goals

50. A) Traditional Goal Setting • B) Management by Objectives (MBO) Approaches to Setting Goals