PLANNING

PLANNING

            Many of us already encounter the term planning and there is no one in this world that leaves and dies without having tried any plan. In my college days I always meet this word with different subjects, teacher, activity, project and situation; it appeared to be the key to success. Many of us, even me thinks it’s to bored to listen to my teacher because she’s discussing again this term planning, it’s too basic I know it already. But, as time passed by I realize even its basic and self explanatory there’s always a point in time we’ve constructed a poor planning. Let’s explore more the PLANNING to create good plans.

The nature of planning

 A. Planning is an intellectual process- the conscious determination of course of action. Thus, it is an intellectual stimulation. It possesses an element of day-dreaming. In the initial stage it may involve what might be called vision. It involves foreseeing future development, making forecasts or predictions and then taking decisions. Thus, it becomes an important mental exercise.

B. Planning contributes to the objective- A plan starts with the setting of objectives and in order to realize it develops policies, procedures, and strategies, etc. Obviously, without setting the goals to be reached and lines of action to be followed, there is a continuous and never-ending activity of a manager to keep the enterprise going.

C. Planning is a selecting process- Planning is a selective process. It involves the study and a careful analysis of various alternatives and then selecting the best one. It not only pertains to defining a problem which immediately confronts the manager, but often it mentally searches the possibilities for problems that might appear in the future.

D. Planning forms the premises for the decision of the future - Plans become premises, for the decisions of the future. Detailed planning may include several plans, which are mutually exclusive. It provides series or sets of decision that can be made under various possible circumstances. Thus, planning aids in making specific decisions, since it includes all of the important alternatives, which

E. Planning pervades all managerial activities- Planning is a pervasive activity converting the entire enterprise with all its segments and its every level of management. It is not the exclusive responsibility of top management but it extends to middle and lower management as well. It is a primary function of the management and its level and extent, etc. Will depend upon the level of management.

F. Planning is directed towards efficiency- The main purpose of planning is to increase the efficiency of the enterprise. It is an attempt on the part of a manager to anticipate the future in order to achieve better performance. It has become an important function due to uncertain and ever changing environmental of business.

G. Planning is a continuous and flexible process- Because of uncertainties of the future the planner must be ever alert and should form his plans in such a way as to adopt them to changing circumstances without inconvenience and undue costs.

What is planning?

= In simple words, planning is deciding in advance what is to be done, when where, how and by whom it is to be done. Planning bridges the gap from where we are to where we want to go. It includes the selection of objectives, policies, procedures and programs from among alternatives. A plan is a predetermined course of action to achieve a specified goal. It is an intellectual process characterized by thinking before doing. It is an attempt on the part of manager to anticipate the future in order to achieve better performance. Planning is the primary function of management.

Planning process

 A. Establish Goals

The first step of the management planning process is to identify specific company goals. This portion of the planning process should include a detailed overview of each goal, including the reason for its selection and the anticipated outcomes of goal-related projects. Where possible, objectives should be described in quantitative or qualitative terms. An example of a goal is to raise profits by 25 percent over a 12-month period.

B. Identify Resources

Each goal should have financial and human resources projections associated with its completion. For example, a management plan may identify how many sales people it will require and how much it will cost to meet the goal of increasing sales by 25 percent.

C. Establish Goal-Related Tasks

Each goal should have tasks or projects associated with its achievement. For example, if a goal is to raise profits by 25 percent, a manager will need to outline the tasks required to meet that objective. Examples of tasks might include increasing the sales staff or developing advanced sales training techniques.

D. Prioritize Goals and Tasks

Prioritizing goals and tasks is about ordering objectives in terms of their importance. The tasks deemed most important will theoretically be approached and completed first. The prioritizing process may also reflect steps necessary in completing a task or achieving a goal. For example, if a goal is to increase sales by 25 percent and an associated task is to increase sales staff, the company will need to complete the steps toward achieving that objective in chronological order.

E. Create Assignments and Timelines

As the company prioritizes projects, it must establish timelines for completing associated tasks and assign individuals to complete them. This portion of the management planning process should consider the abilities of staff members and the time necessary to realistically complete assignments. For example, the sales manager in this scenario may be given monthly earning quotas to stay on track for the goal of increasing sales by 25 percent.

F. Establish Evaluation Methods

A management planning process should include a strategy for evaluating the progress toward goal completion throughout an established time period. One way to do this is through requesting a monthly progress report from department heads.

G. Identify Alternative Courses of Action

Even the best-laid plans can sometimes be thrown off track by unanticipated events. A management plan should include a contingency plan if certain aspects of the master plan prove to be unattainable. Alternative courses of action can be incorporated into each segment of the planning process, or for the plan in its entirety.

Parts of strategic plans

A.  Mission -The mission articulates the following: 1) the purpose of your existence, 2) for whom you

exist, and 3) the impact of your existence.  The mission is your institutional touchstone and

should guide all of your decisions about what you collect, the programs and exhibitions you

present, the facilities you plan, and any other important decisions you make about the

Organization.

B. Core Values -Core values are the beliefs that drive your organization.  Core values focus on what is 

Most important in the way that you operate on a daily basis.  An example of a core value might be:

We strive for excellence and honesty in scholarship and interpretation.

C. Vision - The vision articulates what you  want your organization to become in the future.  It is a

statement of ambition.  

D. Goals -Goals answer the question, “What do you want to accomplish?”  They are written as broad

statements specific to key areas  as identified by the board and staff.  For example, a goal

related to finances might be: Establish sustainable financial strategies for operations.

-  Context:  For each goal, a context is included to provide an evaluation of the current

situation.  The context provides a framework for why the goal has been included in

your strategic plan.

- Objectives:  Objectives support the goals and state  how the goals will be

accomplished.  For example, an objective related to the goal above might be:  Increase the

size of the endowment to support 33% of the annual operating budget.  Objectives are time bound

and measurable.  As such, the following elements are associated with each objective:

-  Accountability: assigns an individual to oversee completion of the objective.

- Timeframe: describes the “due date” for completion of the objective.      

- Resources: describes the need for personnel (volunteer and professional) and

funds required to reach the stated objective.

Making planning effective

7 steps to make planning effective.

Step 1 - Review or develop Vision & Mission

Step 2 - Business and operation analysis (SWOT Analysis)

Step 3 - Develop and Select Strategic Options

Step 4 - Establish Strategic Objectives

Step 5 - Strategy Execution Plan

Step 6 - Establish Resource Allocation

Step 7 - Execution Review