PLANNING

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 What Is Planning?
Planning
A primary managerial activity that involves:
Defining the organizations goals
Establishing an overall strategy for achieving those goals
Developing plans for organizational work activities.

Types of planning
Informal: not written down, short-term focus; specific to an
organizational unit.
Formal: written, specific, and long-term focus, involves
shared goals for the organization.

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 Why Do Managers Plan?
Purposes of Planning
Provides direction
Reduces uncertainty
Minimizes waste and redundancy
Sets the standards for controlling

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 Planning and Performance
The Relationship Between Planning And
Performance
Formal planning is associated with:
Higher profits and returns on assets.
Positive financial results.
The quality of planning and implementation affects
performance more than the extent of planning.
The external environment can reduce the impact of
planning on performance,
Formal planning must be used for several years
before planning begins to affect performance.

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 How Do Managers Plan?
Elements of Planning
Goals (also Objectives)
Desired outcomes for individuals, groups, or entire
organizations
Provide direction and evaluation performance criteria
Plans
Documents that outline how goals are to be accomplished
Describe how resources are to be allocated and establish
activity schedules

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 Types of Goals
Financial Goals
Are related to the expected internal financial
performance of the organization.
Strategic Goals
Are related to the performance of the firm relative to
factors in its external environment (e.g., competitors).
Stated Goals versus Real Goals
Broadly-worded official statements of the organization
(intended for public consumption) that may be
irrelevant to its real goals (what actually goes on in
the organization).

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 Types of Plans

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 Types of Plans
Strategic Plans
Apply to the entire organization.
Establish the organizations overall goals.
Seek to position the organization in terms of its
environment.
Cover extended periods of time.
Operational Plans
Specify the details of how the overall goals are to be
achieved.
Cover short time period.

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 Types of Plans (contd)
Long-Term Plans
Plans with time frames extending beyond three years
Short-Term Plans
Plans with time frames on one year or less
Specific Plans
Plans that are clearly defined and leave no room for
interpretation
Directional Plans
Flexible plans that set out general guidelines, provide
focus, yet allow discretion in implementation.

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 Specific Versus Directional Plans

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 Types of Plans (contd)
Single-Use Plan
A one-time plan specifically designed to meet the
need of a unique situation.
Standing Plans
Ongoing plans that provide guidance for activities
performed repeatedly.

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 Establishing Goals and
Developing Plans
Traditional Goal Setting
Broad goals are set at the top of the organization.
Goals are then broken into subgoals for each
organizational level.
Assumes that top management knows best because
they can see the big picture.
Goals are intended to direct, guide, and constrain
from above.
Goals lose clarity and focus as lower-level managers
attempt to interpret and define the goals for their
areas of responsibility.
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 Exhibit 74 The Downside of Traditional Goal Setting

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 Establishing Goals and Developing
Plans (contd)
Management By Objectives (MBO)
Specific performance goals are jointly determined by
employees and managers.
Progress toward accomplishing goals is periodically
reviewed.
Rewards are allocated on the basis of progress
towards the goals.
Key elements of MBO:
Goal specificity, participative decision making, an explicit
performance/evaluation period, feedback

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 Steps in a Typical MBO Program

1. The organizations 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.

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 Does MBO Work?
Reason for MBO Success
Top management commitment and involvement
Potential Problems with MBO Programs
Not as effective in dynamic environments that require
constant resetting of goals.
Overemphasis on individual accomplishment may
create problems with teamwork.
Allowing the MBO program to become an annual
paperwork shuffle.

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 Characteristics of Well-Designed Goals

Written in terms of Challenging yet attainable

outcomes, not actions Low goals do not motivate.
Focuses on the ends, not High goals motivate if they
the means. can be achieved.
Measurable and Written down
quantifiable Focuses, defines, and
Specifically defines how the makes goals visible.
outcome is to be measured Communicated to all
and how much is expected. necessary organizational
Clear as to time frame members
How long before measuring Puts everybody on the
accomplishment. same page.

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 Steps in Goal Setting
1. Review the organizations mission statement.
Do goals reflect the mission?
2. Evaluate available resources.
Are resources sufficient to accomplish the mission?
3. Determine goals individually or with others.
Are goals specific, measurable, and timely?
4. Write down the goals and communicate them.
Is everybody on the same page?
5. Review results and whether goals are being met.
What changes are needed in mission, resources, or goals?

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 Developing Plans
Contingency Factors in A Managers Planning
Managers level in the organization
Strategic plans at higher levels
Operational plans at lower levels
Degree of environmental uncertainty
Stable environment: specific plans
Dynamic environment: specific but flexible plans
Length of future commitments
Commitment Concept: current plans affecting future
commitments must be sufficiently long-term to meet those
commitments.

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 Planning in the Hierarchy of Organizations

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 Approaches to Planning
Establishing a formal planning department
A group of planning specialists who help managers
write organizational plans.
Planning is a function of management; it should never
become the sole responsibility of planners.

Involving organizational members in the process

Plans are developed by members of organizational
units at various levels and then coordinated with other
units across the organization.

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 Contemporary Issues in Planning
Criticisms of Planning
Planning may create rigidity.
Plans cannot be developed for dynamic
environments.
Formal plans cannot replace intuition and creativity.
Planning focuses managers attention on todays
competition not tomorrows survival.
Formal planning reinforces todays success, which
may lead to tomorrows failure.

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 Contemporary Issues in Planning
(contd)
Effective Planning in Dynamic Environments
Develop plans that are specific but flexible.
Understand that planning is an ongoing process.
Change plans when conditions warrant.
Persistence in planning eventually pay off.
Flatten the organizational hierarchy to foster the
development of planning skills at all organizational
levels.

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 Planning Tools and Techniques

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 Assessing the Environment
Environmental Scanning
The screening of large amounts of information to
anticipate and interpret change in the environment.
Competitor Intelligence
The process of gathering information about competitorswho
they are; what they are doing
Is not spying but rather careful attention to readily
accessible information from employees, customers,
suppliers, the Internet, and competitors themselves.
May involve reverse engineering of competing products to
discover technical innovations.

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 Assessing the Environment (contd)
Forecasting
The part of organizational planning that involves
creating predictions of outcomes based on
information gathered by environmental scanning.
Facilitates managerial
decision making.
Is most accurate in
stable environments.

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 Assessing the Environment (contd)
Forecasting Techniques
Quantitative forecasting
Applying a set of mathematical rules to a series of hard data
to predict outcomes (e.g., units to be produced).
Qualitative forecasting
Using expert judgments and opinions to predict less than
precise outcomes (e.g., direction of the economy).

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 Forecasting Techniques

Quantitative
Time series analysis
Regression models
Econometric models
Economic indicators
Qualitative
Jury of opinion
Sales force composition
Customer evaluation

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 Making Forecasting More Effective
1. Use simple forecasting methods.
2. Dont rely on a single forecasting method.
3. Dont assume that the turning points in a trend
can be accurately identified.
4. Shorten the time period covered by a forecast.
5. Remember that forecasting is a developed
managerial skill that supports decision making.

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 Benchmarking
The search for the best practices among
competitors and noncompetitors that lead to
their superior performance.
By analyzing and copying these practices, firms
can improve their performance.

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 Steps in Benchmarking

Source: Based on Y.K. Shetty, Aiming High: Competitive Benchmarking

for Superior Performance, Long Range Planning. February 1993, p. 42.
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 Allocating Resources
Types of Resources
The assets of the organization
Financial: debt, equity, and retained earnings
Physical: buildings, equipment, and raw materials
Human: experiences, skills, knowledge, and competencies
Intangible: brand names, patents, reputation, trademarks,
copyrights, and databases

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 Allocating Resources: Budgeting
Budgets
Are numerical plans for allocating resources (e.g.,
revenues, expenses, and capital expenditures).
Are used to improve time, space, and use of material
resources.
Are the most commonly used
and most widely applicable
planning technique for
organizations.

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 Types of Budgets

Source: Based on R.S. Russell and B.W. Taylor III. Production and Operations
Management (Upper Saddle River, NJ: Prentice Hall, 1995), p. 287.
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 Suggestions for Improving Budgeting

Collaborate and communicate.

Be flexible.
Goals should drive budgetsbudgets should not
determine goals.
Coordinate budgeting throughout the organization.
Use budgeting/planning software when appropriate.
Remember that budgets are tools.
Remember that profits result from smart
management, not because you budgeted for them.

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 Allocating Resources: Scheduling
Schedules
Plans that allocate resources by detailing what
activities have to be done, the order in which they are
to be completed, who is to do each, and when they
are to be completed.
Represent the coordination of various activities.

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 Allocating Resources: Charting
Gantt Chart
A bar graph with time on the horizontal axis and
activities to be accomplished on the vertical axis.
Shows the expected and actual progress of various
tasks.
Load Chart
A modified Gantt chart that lists entire departments or
specific resources on the vertical axis.
Allows managers to plan and control capacity
utilization.

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 A Gantt Chart

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 A Load Chart

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 Allocating Resources: Analysis
Program Evaluation and Review Technique (PERT)
A flow chart diagram that depicts the sequence of activities
needed to complete a project and the time or costs
associated with each activity.
Events: endpoints for completion.
Activities: time required for each activity.
Slack time: the time that a completed activity waits for another
activity to finish so that the next activity, which depends on the
completion of both activities, can start.
Critical path: the path (ordering) of activities that allows all
tasks to be completed with the least slack time.

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 Exhibit 97 Steps in Developing a PERT Network

1. Identify every significant activity that must be achieved for

a project to be completed.
2. Determine the order in which these events must be
completed.
3. Diagram the flow of activities from start to finish, identifying
each activity and its relationship to all other activities.
4. Compute a time estimate for completing each activity.
5. Using the network diagram that contains time estimates for
each activity, determine a schedule for the start and finish
dates of each activity and for the entire project.

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 Events and Activities in Constructing an Office Building

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 A Visual PERT Network for Constructing an Office Building

Critical Path: A - B - C - D - G - H - J - K

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 Allocating Resources: Analysis (contd)
Breakeven Analysis
Is used to determine the point at which all fixed costs
have been recovered and profitability begins.
Fixed cost (FC)
Variable costs (VC)
Total Fixed Costs (TFC)
Price (P)

The Break-even Formula:

Total Fixed Costs
Breakeven :
Unit Price - Unit Variable Costs

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 Breakeven Analysis

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 Allocating Resources: Analysis (contd)
Linear Programming
A technique that seeks to solve resource allocation
problems using the proportional relationships
between two variables.

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 Production Data for Cinnamon-Scented Products

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 Graphical Solution to Linear Programming Problem

Max. Assembly

Max. Manufacturing

Max. Profits

Max. Assembly

Max. Manufacturing

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 Contemporary Planning Techniques
Project
A one-time-only set of activities that has a definite
beginning and ending point time.

Project Management
The task of getting a projects activities done on time,
within budget, and according to specifications.
Define project goals
Identify all required activities, materials, and labor
Determine the sequence of completion

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 Project Planning Process

Source: Based on R.S. Russell and B.W. Taylor III, Production and Operations
Management (Upper Saddle River, NJ: Prentice Hall, 1995), p. 287.
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 Contemporary Planning Techniques
(contd)
Scenario
A consistent view of what the future is likely to be.
Scenario Planning
An attempt not try to predict the future but to reduce
uncertainty by playing out potential situations under
different specified conditions.
Contingency Planning
Developing scenarios that allow managers determine
in advance what their actions should be should a
considered event actually occur.

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 Preparing for Unexpected Events

Identify potential unexpected events.

Determine if any of these events would have
early indicators.
Set up an information gathering system to
identify early indicators.
Have appropriate responses (plans) in place if
these unexpected events occur.

Source: S. Caudron, Frontview Mirror, Business Finance, December 1999, pp. 2430.
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