Chapter 5 Managing the Planning Process. Example of a “Manager” as Planner Blackhawk Down.
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Transcript of Chapter 5 Managing the Planning Process. Example of a “Manager” as Planner Blackhawk Down.
Chapter 5
Managing the Planning Process
Example of a “Manager” as
Planner
Blackhawk Down
Learning ObjectivesAfter reading this chapter, you should be able to:
Identify the different elements of an effective plan.
Analyze the advantages and disadvantages of planning, and identify how planning pitfalls can be avoided.
Distinguish between formal and informal planning.
Recognize the features of well-designed objectives.
Identify the various types of action plans that managers can use to accomplish stated objectives.
Disney in Hong Kong:Bad luck or bad planning? Critical Thinking Questions focus on:
What did it do right? Do wrong? Levels of planning applied? Planning horizon for its Asian operations? Advantages and disadvantages of establishing
long term plans?
What is planning?The management function that:
assesses the management environment to set future objectives; and
maps out activities necessary to achieve those objectives.
Planned actions require careful resource allocation.
Plans must be accompanied by implementation guidelines.
Key Elements to a Plan
ObjectivesObjectives
ActionsActions
ResourceResource
ImplementatioImplementationn
Benefits of PlanningAssessment of external forces Develop a sense of direction and purpose
Identifying the factors that affect the organization
Encouraging participationCoordination of effortsEstablishment of prioritiesFocusing attention on different time horizons
Benefits of planning (continued)
Understanding circumstances contributing to past success or failure
Ensuring the availability of adequate resources
Establishing performance standardsSupporting organizational control systems
Developing “what if” scenariosManagement development
The Pitfalls of PlanningPoor forecasts of future
conditions
Plans imposed from above
Planning as a self-contained activity
Extensive bureaucratization
Inflexible adherence to objectives and processes
Keys to Successful PlanningDecentralizing the planning powers
Using both numerical and judgmental methods
Viewing planning as continuous and capable of adapting to change
Avoiding paralysis of the analysisConcentrating on a manageable set of issues
Good and Bad PlanningGOOD Decentralize planning
process Use numerical and
judgmental methods Assess external forces Develop a sense of direction
and purpose Identify factors that affect
the organization Encourage participation Coordinate efforts Establish priorities
BAD Poor forecast of future
conditions Plans imposed from poor
forecasts Planning as self-contained
activity
Formal Planning and Opportunistic PlanningFormal planning
systems are designed to: Identify objectives;
and to
Structure the major tasks of the organization to accomplish them.
Opportunistic planning involves: Programmatic actions
triggered by unforeseen circumstances.
It can coexist with formal planning and can help the formal plan function more smoothly.
The Formal Planning Process Involves
Setting objectives
Charting a course of action to meet the objectives
Implementation
Setting ObjectivesObjectives are more general at the top and
become more specific at the lower levelOverall objectives of the organization reflect
its missionObjectives should be specific and
measurable.Objectives should be challenging and
achievableObjectives should specify a timetable or
deadline for accomplishment.Objectives should be prioritized.
Key Steps of the MBO Cycle
3. Formally Evaluate Extent to Which Objectives Were Met or Exceeded
2. Develop Action Plan to Accomplish Objectives
1. Establish Mutually Agreed Objectives between Employee and Supervisor
4. Monitor Progress toward Achievement of Objectives (Ongoing)
Charting a Course of Action
Strategic Action Plans
Tactical Action Plans
Operational Action Plans
To be effective, a strategic action plan should meet the following criteria:
Proactivity – The degree to which the strategic action plan takes a long-term view of the future.
Congruency – The extent to which the strategic action plan fits with organizational characteristics and the external environment.
Synergy – The integration of the efforts of various organizational subunits to better accomplish corporate-wide business objectives.
Two important aspects of tactical action plans: Division of Labor – The formal assignment of
authority and responsibility to job holders.
Helps ensure that tasks of jobholders are appropriate for accomplishing the department’s tactical action plan, which in turn should support the organization’s strategic action plan.
Budgeting – Controlling and allocating funds.
Variable budgeting
Moving budgeting
A Typical Operating System
Feedback LoopFeedback Loop
ControlControl
InputsInputs TransformationTransformation OutcomeOutcome
Benefits of Operational PlanningThe opportunity to use feedback for
continued incremental learning.The ability to visualize alternative types of
operations – that is, alternative ways to use resources to create a product or service.
The ability to predict the effects of modifications in operations on the efficiency of operations.
The ability to evaluate the effectiveness of operations.
Project Planning Project: a set of tasks designed to achieve
certain objectives Project planning:
Identify tasks to be done Timeline (when tasks need to be done) Resources required Establish control process, e.g. document what
has been accomplished so far.
ImplementationA distinction
Standing plansSingle-use plans
PolicyGeneral guide
Rule
ImplementationMeans of implementation:
AuthorityPersuasionPolicyFeedback mechanism
A Six-Stage Approach to Facilitate Organizational Problem Solving Identify performance gaps. Identify tasks and work processes
necessary for accomplishing the plan. Check for organizational congruence. If any in-congruencies or inconsistencies
are found, intervene to create alignment in order to effectively implement the plan.
Execute the plan. Learn from the consequences.
Mechanisms to Deal with Organizational ChangeDeal with power and politics
Reduce individual anxiety and resistance
Maintaining control during the transition period
As a Manager Engaged in Planning You Should:
Keep a pulse for what customers want and be on the lookout for changing consumer desires.
Ensure that planning in your area of responsibility is closely linked with the rest of the organization.
Establish an effective goal-driven plan.
Ensure that planning does not become a straightjacket.
Engage others in plan design and implementation.
Disney in Hong Kong:Bad luck or bad planning? Responses to Critical Thinking Questions:
They got some things right, others wrong Levels of planning – strategic decision to enter
Asian market and Hong Kong as a first site, tactical decisions on design of the park, and operational plans such as hiring policies, discounting tickets, etc.
Planning horizon includes expansion in Asia Long term plans require objectives, which
establishes a criteria or benchmark (or success or failure); these objectives require review given emerging conditions
Focusing on the Future . . . P. 215
This is a useful synopsis of this chapter.
In-class exercises Bottom-up planning Contingency planning
Bottom-Up planning
Contingency planning:Minicase 5.2 (p. 219)
Venture Planning
Joe to Go