Foundations of Planing
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This document outlines the principles and practices of planning in management, covering definitions, purposes, and types of plans. It discusses methodologies like traditional goal setting and management by objectives (MBO), highlighting how effective planning can impact organizational performance. Contemporary challenges in planning and the need for adaptability in dynamic environments are also examined.
Foundations of Planing
- 1. ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama MARY COULTER FoundationsFoundations of Planningof Planning ChapterChapter 77
- 2. 7–2 L E A R N I N G O U T L I N EL E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter. What Is Planning?What Is Planning? • Define planning.Define planning. • Differentiate between formal and informal planning.Differentiate between formal and informal planning. • Describe the purposes of planning.Describe the purposes of planning. • Discuss the conclusions from studies of the relationshipDiscuss the conclusions from studies of the relationship between planning and performance.between planning and performance. How Do Managers Plan?How Do Managers Plan? • Define goals and plans.Define goals and plans. • Describe the types of goals organizations might have.Describe the types of goals organizations might have. • Describe each of the different types of plans.Describe each of the different types of plans.
- 3. 7–3 Establishing Goals and Developing PlansEstablishing Goals and Developing Plans • Discuss how traditional goal setting works.Discuss how traditional goal setting works. • Describe the management by objective (MBO) approach.Describe the management by objective (MBO) approach. • Describe the characteristics of well-designed goals.Describe the characteristics of well-designed goals. • Explain the steps in setting goals.Explain the steps in setting goals. • Discuss the contingency factors that affect planning.Discuss the contingency factors that affect planning. • Describe the approaches to planning.Describe the approaches to planning. Contemporary Issues in PlanningContemporary Issues in Planning • Explain the criticisms of planning and whether they’reExplain the criticisms of planning and whether they’re valid.valid. • Describe how managers can effectively plan in today’sDescribe how managers can effectively plan in today’s dynamic environment.dynamic environment.
- 4. 7–4 What Is Planning?What Is Planning? • PlanningPlanning A primary managerial activity that involves:A primary managerial activity that involves: Defining the organization’s goalsDefining the organization’s goals Establishing an overall strategy for achieving those goalsEstablishing an overall strategy for achieving those goals Developing plans for organizational work activities.Developing plans for organizational work activities. • Elements of PlanningElements of Planning Goals (also Objectives)Goals (also Objectives) Desired outcomes for individuals, groups, or entire organizationsDesired outcomes for individuals, groups, or entire organizations Provide direction and evaluation performance criteriaProvide direction and evaluation performance criteria PlansPlans Documents that outline how goals are to be accomplishedDocuments that outline how goals are to be accomplished Describe how resources are to be allocated and establish activityDescribe how resources are to be allocated and establish activity schedulesschedules
- 5. 7–5 Why Do Managers Plan?Why Do Managers Plan? • Purposes of PlanningPurposes of Planning Provides directionProvides direction Reduces uncertaintyReduces uncertainty Minimizes waste and redundancyMinimizes waste and redundancy Sets the standards for controllingSets the standards for controlling Types of planningTypes of planning Informal:Informal: not written down, short-term focus; specific to annot written down, short-term focus; specific to an organizational unit.organizational unit. Formal:Formal: written, specific, and long-term focus, involveswritten, specific, and long-term focus, involves shared goals for the organization.shared goals for the organization.
- 6. 7–6 Planning and PerformancePlanning and Performance • The Relationship Between Planning AndThe Relationship Between Planning And PerformancePerformance Formal planning is associated with:Formal planning is associated with: Higher profits and returns on assets.Higher profits and returns on assets. Positive financial results.Positive financial results. The quality of planning and implementation affectsThe quality of planning and implementation affects performance more than the extent of planning.performance more than the extent of planning. The external environment can reduce the impact ofThe external environment can reduce the impact of planning on performance,planning on performance, Formal planning must be used for several yearsFormal planning must be used for several years before planning begins to affect performance.before planning begins to affect performance.
- 7. 7–7 Types of GoalsTypes of Goals • Financial GoalsFinancial Goals Are related to the expected internal financialAre related to the expected internal financial performance of the organization.performance of the organization. • Strategic GoalsStrategic Goals Are related to the performance of the firm relative toAre related to the performance of the firm relative to factors in its external environment (e.g., competitors).factors in its external environment (e.g., competitors).
- 8. 7–8 Exhibit 7–1Exhibit 7–1 Stated Goals of Large Global CompaniesStated Goals of Large Global Companies Execute strategic roadmap—“Plan to Win.” Grow the business profitably. Identify and develop diverse talent. Promote balanced, active lifestyles. (McDonald’s Corporation) Continue to win market share globally. Focus on higher-value products. Reduce production costs. Lower purchasing costs. Integrate diversity. Gain ISO 14001 certification for all factories. (L’Oreal) Respect the environment. Respect and support family unity and national traditions. Promote community welfare. Continue implementing quality systems. Continue to be a strong cash generator. (Grupo Bimbo) Control inventory. Maintain industry’s lowest inventory shrinkage rate. Open 25–30 new locations in fiscal 2006. Live by the code of ethics every day. (Costco) Expand selection of competitively priced products. Manage inventory carefully. Continue to improve store format every few years. Operate 2,000 stores by the end of the decade. Continue gaining market share. (Target) Roll out newly-designed environmentally friendly cup in 2006. Open approximately 1,800 new stores globally in 2006. Attain net revenue growth of approximately 20 percent in 2006. Attain annual EPS growth of between 20 percent to 25 percent for the next 3 to 5 years. (Starbucks) Source: Information from company’s Annual Reports, 2004–2005.
- 9. 7–9 Exhibit 7–2Exhibit 7–2 Types of PlansTypes of Plans
- 10. 7–10 Types of PlansTypes of Plans • Strategic PlansStrategic Plans Apply to the entire organization.Apply to the entire organization. Establish the organization’s overall goals.Establish the organization’s overall goals. Seek to position the organization in terms of itsSeek to position the organization in terms of its environment.environment. Cover extended periods of time.Cover extended periods of time. • Operational PlansOperational Plans Specify the details of how the overall goals are to beSpecify the details of how the overall goals are to be achieved.achieved. Cover short time period.Cover short time period.
- 11. 7–11 Types of Plans (cont’d)Types of Plans (cont’d) • Long-Term PlansLong-Term Plans Plans with time frames extending beyond three yearsPlans with time frames extending beyond three years • Short-Term PlansShort-Term Plans Plans with time frames on one year or lessPlans with time frames on one year or less • Specific PlansSpecific Plans Plans that are clearly defined and leave no room forPlans that are clearly defined and leave no room for interpretationinterpretation • Directional PlansDirectional Plans Flexible plans that set out general guidelines, provideFlexible plans that set out general guidelines, provide focus, yet allow discretion in implementation.focus, yet allow discretion in implementation.
- 12. 7–12 Exhibit 7–3Exhibit 7–3 Specific Versus Directional PlansSpecific Versus Directional Plans
- 13. 7–13 Types of Plans (cont’d)Types of Plans (cont’d) • Single-Use PlanSingle-Use Plan A one-time plan specifically designed to meet theA one-time plan specifically designed to meet the need of a unique situation.need of a unique situation. • Standing PlansStanding Plans Ongoing plans that provide guidance for activitiesOngoing plans that provide guidance for activities performed repeatedly.performed repeatedly.
- 14. 7–14 Establishing Goals andEstablishing Goals and Developing PlansDeveloping Plans • Traditional Goal SettingTraditional Goal Setting Broad goals are set at the top of the organization.Broad goals are set at the top of the organization. Goals are then broken into subgoals for eachGoals are then broken into subgoals for each organizational level.organizational level. Assumes that top management knows best becauseAssumes that top management knows best because they can see the “big picture.”they can see the “big picture.” Goals are intended to direct, guide, and constrainGoals are intended to direct, guide, and constrain from above.from above. Goals lose clarity and focus as lower-level managersGoals lose clarity and focus as lower-level managers attempt to interpret and define the goals for theirattempt to interpret and define the goals for their areas of responsibility.areas of responsibility.
- 15. 7–15 Exhibit 7–4Exhibit 7–4 The Downside of Traditional Goal SettingThe Downside of Traditional Goal Setting
- 16. 7–16 Establishing Goals and DevelopingEstablishing Goals and Developing Plans (cont’d)Plans (cont’d) • Management By Objectives (MBO)Management By Objectives (MBO) Specific performance goals are jointly determined bySpecific performance goals are jointly determined by employees and managers.employees and managers. Progress toward accomplishing goals is periodicallyProgress toward accomplishing goals is periodically reviewed.reviewed. Rewards are allocated on the basis of progressRewards are allocated on the basis of progress towards the goals.towards the goals. Key elements of MBO:Key elements of MBO: Goal specificity, participative decision making, an explicitGoal specificity, participative decision making, an explicit performance/evaluation period, feedbackperformance/evaluation period, feedback
- 17. 7–17 Exhibit 7–5Exhibit 7–5 Steps in a Typical MBO ProgramSteps in a Typical MBO Program 1. The organization’s overall objectives and strategies are formulated. 2. Major objectives are allocated among divisional and departmental units. 3. Unit managers collaboratively set specific objectives for their units with their managers. 4. Specific objectives are collaboratively set with all department members. 5. Action plans, defining how objectives are to be achieved, are specified and agreed upon by managers and employees. 6. The action plans are implemented. 7. Progress toward objectives is periodically reviewed, and feedback is provided. 8. Successful achievement of objectives is reinforced by performance-based rewards.
- 18. 7–18 Does MBO Work?Does MBO Work? • Reason for MBO SuccessReason for MBO Success Top management commitment and involvementTop management commitment and involvement • Potential Problems with MBO ProgramsPotential Problems with MBO Programs Not as effective in dynamic environments that requireNot as effective in dynamic environments that require constant resetting of goals.constant resetting of goals. Overemphasis on individual accomplishment mayOveremphasis on individual accomplishment may create problems with teamwork.create problems with teamwork. Allowing the MBO program to become an annualAllowing the MBO program to become an annual paperwork shuffle.paperwork shuffle.
- 19. 7–19 Exhibit 7–6Exhibit 7–6 Characteristics of Well-Designed GoalsCharacteristics of Well-Designed Goals • Written in terms ofWritten in terms of outcomes, not actionsoutcomes, not actions Focuses on the ends, notFocuses on the ends, not the means.the means. • Measurable andMeasurable and quantifiablequantifiable Specifically defines how theSpecifically defines how the outcome is to be measuredoutcome is to be measured and how much is expected.and how much is expected. • Clear as to time frameClear as to time frame How long before measuringHow long before measuring accomplishment.accomplishment. • Challenging yet attainableChallenging yet attainable Low goals do not motivate.Low goals do not motivate. High goals motivate if theyHigh goals motivate if they can be achieved.can be achieved. • Written downWritten down Focuses, defines, andFocuses, defines, and makes goals visible.makes goals visible. • Communicated to allCommunicated to all necessary organizationalnecessary organizational membersmembers Puts everybody “on thePuts everybody “on the same page.”same page.”
- 20. 7–20 Steps in Goal SettingSteps in Goal Setting 1.1. Review the organization’s mission statement.Review the organization’s mission statement. Do goals reflect the mission?Do goals reflect the mission? 1.1. Evaluate available resources.Evaluate available resources. Are resources sufficient to accomplish the mission?Are resources sufficient to accomplish the mission? 1.1. Determine goals individually or with others.Determine goals individually or with others. Are goals specific, measurable, and timely?Are goals specific, measurable, and timely? 1.1. Write down the goals and communicate them.Write down the goals and communicate them. Is everybody on the same page?Is everybody on the same page? 1.1. Review results and whether goals are being met.Review results and whether goals are being met. What changes are needed in mission, resources, or goals?What changes are needed in mission, resources, or goals?
- 21. 7–21 Developing PlansDeveloping Plans • Contingency Factors in A Manager’s PlanningContingency Factors in A Manager’s Planning Manager’s level in the organizationManager’s level in the organization Strategic plans at higher levelsStrategic plans at higher levels Operational plans at lower levelsOperational plans at lower levels Degree of environmental uncertaintyDegree of environmental uncertainty Stable environment: specific plansStable environment: specific plans Dynamic environment: specific but flexible plansDynamic environment: specific but flexible plans Length of future commitmentsLength of future commitments Commitment Concept:Commitment Concept: current plans affecting futurecurrent plans affecting future commitments must be sufficiently long-term to meet thosecommitments must be sufficiently long-term to meet those commitments.commitments.
- 22. 7–22 Exhibit 7–7Exhibit 7–7 Planning in the Hierarchy of OrganizationsPlanning in the Hierarchy of Organizations
- 23. 7–23 Approaches to PlanningApproaches to Planning • Establishing a formal planning departmentEstablishing a formal planning department A group of planning specialists whoA group of planning specialists who helphelp managersmanagers write organizational plans.write organizational plans. Planning is a function of management; it should neverPlanning is a function of management; it should never become the sole responsibility of planners.become the sole responsibility of planners. • Involving organizational members in the processInvolving organizational members in the process Plans are developed by members of organizationalPlans are developed by members of organizational units at various levels and then coordinated with otherunits at various levels and then coordinated with other units across the organization.units across the organization.
- 24. 7–24 Contemporary Issues in PlanningContemporary Issues in Planning • Criticisms of PlanningCriticisms of Planning Planning may create rigidity.Planning may create rigidity. Plans cannot be developed for dynamicPlans cannot be developed for dynamic environments.environments. Formal plans cannot replace intuition and creativity.Formal plans cannot replace intuition and creativity. Planning focuses managers’ attention on today’sPlanning focuses managers’ attention on today’s competition not tomorrow’s survival.competition not tomorrow’s survival. Formal planning reinforces today’s success, whichFormal planning reinforces today’s success, which may lead to tomorrow’s failure.may lead to tomorrow’s failure.
- 25. 7–25 Contemporary Issues in PlanningContemporary Issues in Planning (cont’d)(cont’d) • Effective Planning in Dynamic EnvironmentsEffective Planning in Dynamic Environments Develop plans that are specific but flexible.Develop plans that are specific but flexible. Understand that planning is an ongoing process.Understand that planning is an ongoing process. Change plans when conditions warrant.Change plans when conditions warrant. Determination in planning eventually pay off.Determination in planning eventually pay off. Flatten the organizational hierarchy to foster theFlatten the organizational hierarchy to foster the development of planning skills at all organizationaldevelopment of planning skills at all organizational levels.levels.
- 26. 7–26 Terms to KnowTerms to Know • planningplanning • goalsgoals • plansplans • strategic plansstrategic plans • operational plansoperational plans • long-term planslong-term plans • short-term plansshort-term plans • specific plansspecific plans • directional plansdirectional plans • single-use plansingle-use plan • standing plansstanding plans • traditional goal settingtraditional goal setting • management bymanagement by objectives (MBO)objectives (MBO) • commitment conceptcommitment concept • formal planningformal planning departmentdepartment